In this welcoming, in-person session, we will delve into the expectations and responsibilities surrounding ERGs, identify the key elements of successful groups, and exchange valuable insights from our experiences, including perspectives from Catalyst Award-winning practices.

Key discussion points will include:

• Who do ERGs serve, and how do their missions align with overarching business objectives?
• How can ERG leaders be recognized and rewarded for their contributions?
• What actionable strategies can your ERG implement to revitalize its mission and enhance member engagement?

We will also take this opportunity to share more about our upcoming enERGize event, our annual virtual ERG conference scheduled for June 2025. We encourage you to save the date and join us for this valuable experience!

The post New enERGy appeared first on Catalyst.

As HR and DEI leaders seek to meet these new expectations, one powerful tool emerges: Employee Resource Groups (ERGs). At Catalyst’s enERGize virtual event, thought leaders from various industries emphasized the importance of ERGs in tackling key issues on the front line.

1. Create a feedback loop between leadership and employees

   ERGs offer a structured way for companies to listen to employees, understand their needs, and address key challenges like retention and turnover. Omnia Helbah, Director of Equity, Diversity, and Inclusion at Compass Group Canada, emphasized that “ERGs are the voice of the employee and the listening ear for the organization,” describing their vital role in providing insights into where organizations are succeeding and where gaps remain.

   Helbah underscored the power of the “Listen, Learn, Act” model: Listen to the concerns of frontline employees, learn through workshops and training, and finally, act on solutions that resonate with the workforce. ERGs allow companies to dig into frontline insights and offer learning opportunities to everyone, particularly managers and leaders.

   By offering employees a platform to share their experiences, ERGs also provide a feedback loop that senior leaders can use to improve workplace practices and create a more engaged workforce. Involving leaders in ERG activities—whether as sponsors or participants—gives them new ways to relate to employees on a more personal basis.

2. Meet frontline employees where they are

   One of the main challenges in leveraging ERGs for frontline employees is finding ways to engage them effectively. This is especially true in industries like manufacturing, construction, and retail, where shift work and limited access to email and other digital communications can make participation difficult. Michelle Berrett, Senior Automation Technician at Pfizer, discussed the need for flexible and creative solutions to engage these employees, such as scheduling events during lunch hours or shift changes and using various mediums like posters or verbal announcements during stand-ups.

   Maria Peri, DEI Leader at Cargill, highlighted the importance of tailoring solutions to the unique needs of frontline employees. “Frontline employees work in shifts—so who can cover when somebody attends an ERG event? How do we ensure that employees during all shifts receive the same participation opportunities?” Local onsite leadership support is crucial to help create space and time for these employees to participate.

   Additionally, companies can make ERG activities more exciting and appealing to employees by offering simple, tangible incentives. As Devendree Ankiah, ERG Team Leader and VP of Corporate Social Responsibility at Rockwell Automation, noted, “Something as easy as providing snacks at events can help create community and make employees look forward to them.”

3. Help all colleagues feel valued

   ERGs can be cultural catalysts. They help to foster an inclusive workplace where employees can share stories and build relationships. Helbah highlighted that for frontline workers, hearing the experiences of others who look like them or share similar backgrounds “helps them to see the art of the possible.”

   Berrett echoed this sentiment, sharing her experience creating an ERG to help her peers. “I felt so much joy living authentically that I wanted to create an environment where others could do the same, no matter what that means to them,” she said. Through ERGs, companies can make cultural shifts toward greater inclusion and a more human workplace, ultimately benefiting employees and the organization.

   Allyship and cross-functional relationships also flourish in ERGs. Peri shared that her company’s women’s ERG became a platform where frontline employees could connect over shared experiences, and men colleagues began to lean in as allies, learning how to better support their peers.

4. Build pathways for growth and development

   Employees engaged in ERGs have opportunities for personal and professional growth, often gaining access to senior leaders and visibility across the organization. Ankiah highlighted how her participation in ERGs allowed her to expand her skill set beyond her current role.

   “Being part of an ERG meant I was connected, not just in South Africa where I’m based, but the wider global organization,” she said. ERG involvement allowed her to develop leadership skills in a low-risk environment, explore new career opportunities, and gain exposure to senior leaders. This ability to “try out” different roles, whether in leadership, outreach, or other areas, gives employees a unique opportunity to develop new competencies in a safe space.

   For frontline workers, who may not always have access to leadership opportunities or professional development programs, ERGs can provide a critical pathway for growth. This not only benefits individual employees but also strengthens the organization by cultivating a more skilled and engaged workforce.

ERGs are important tools to engage employees, strengthen DEI initiatives, and help meet business goals. They can also help organizations address critical frontline workforce challenges like retention, engagement, and productivity. By serving as a feedback loop for leadership, fostering an inclusive workplace, offering growth opportunities, and providing new ways to engage frontline employees, ERGs can transform your workplace and create lasting cultural and business benefits.

As HR, DEI, and corporate leaders look for solutions to support their frontline employees, integrating ERGs into their organizational strategy not only benefits employees but also strengthens the company as a whole.

If you want more resources and insights on supporting frontline employees, check out Catalyst’s Moments That Matter training to support and upskill frontline managers.

The post How to use ERGs to empower and support frontline employees appeared first on Catalyst.

1. ERGs should plan for how they will support each other.

   Jamie Bergeron, Associate Director, Americas Diversity, Equity, & Inclusiveness Center of Excellence at EY, spoke about ERGs at Catalyst’s 2024 enERGize conference. She advised, “I really think that building into your ERG annual plan the ways that you show up for other ERGs, or having a crisis response plan as a group, is a really important endeavor. When something happens in the news or globally that might impact a community that your ERG is not necessarily representing, […] what can your ERG do, and how can you activate quickly?

   “[…] Having some real planning around that and thinking through what kind of collaborative ally you want to be among the entire ERG community at your organization is an investment of time and strategy that I think makes it possible for us to show up authentically, connected with one another, so that in those moments of crisis we’re not doing the strategy and planning then.”

2. Empower employees to check in on each other individually.

   A one-on-one check-in can make a big difference for an ERG member dealing with a crisis, according to Nicole McCormick, Senior Manager – National Assignment & Indigenous News Team, CityNews, Rogers Communications. She said, “Often people think allyship and supporting ERGs has to be this big show. It doesn’t. […] It can be […] a Teams message. Say, ‘Hey, I’m aware of what’s happening in the world right now. How can I support you?’”

   Bergeron said that her Business Resource Group created a one-on-one check-in how-to guide. She said, “It seems like it should be a natural part of how we connect among colleagues. But what we see over and over is that people really freeze. They really hesitate to […] ping someone, send that email, walk over to their desk.” They reframed checking in to be “a really intentional and proactive action that we should incorporate not just in times of collective distress but all of the time so that we actually are more connected in real ways to what we each actually need.”

3. Offer to temporarily ease workloads.

   If employees notice that colleagues are struggling, Bergeron said that “those are great opportunities for an aspiring ally to get really tactical.” She advised that in addition to asking, “What can I do to support you?” you can also ask, “What can I take off your plate?” Bergeron gave specific examples like, “Can I call the caterer?’” “Can I book the room?” “Can I print the newsletter?” and “Can I send the calendar invite?” She said that this results in “taking some of that workload toward activation so that those in community can focus on one another, on caring for one another, and still get to the thing that needs to get done. “

   Bergeron noted that, “Clearing space and time for people in moments where they need to focus their attention on themselves, their families, or their communities, is one of the most important and impactful ways that we can show up for one another one-to-one or ERG-to-ERG.”

4. Create space for emotion.

   Perhaps the most important thing in a truly difficult time is giving people a safe space where they can be together. This is McCormick’s go-to strategy in times of crisis. She said, “For me it’s about creating that safe space for the emotion. So, what does that look like? Is it a smudging ceremony for 15 minutes? Is it just a big, honest Teams meeting where everybody joins and we allow and give space to the ERG that’s being affected at that time, time to emote. Right? Sometimes the chair, sometimes members of the ERG have so much to say, you know?”

Conclusion
A crisis is a high-pressure time so it’s essential to have a strategy in place to support colleagues before one occurs. Here are some key takeaways:

• Creating a plan before a crisis happens allows employees to be more proactive in the moment.
• Checking in with colleagues in crisis and offering to assist with their workload sets the stage to become an active ally instead of a well-wisher.
• Creating a space for colleagues to express their feelings will ensure that they have the psychological safety they need.

The allyship journey is ongoing. Catalyst can bring over 60 years of unparalleled expertise, thought leadership, and actionable solutions to your organization. Sign up for our newsletter to receive insights like these directly in your inbox.

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The post ERGs need allies in times of crisis. Here’s how you can help. appeared first on Catalyst.

Today she is a Law Clerk, National Legal Claims Project Department at Intact Financial Corporation. But the road there wasn’t easy.

Growing up it was challenging for Sunjka to get to school and to eat three meals a day. “People don’t talk about it because it’s embarrassing,” she says. Then, just as she was entering high school Sunjka’s parents passed away. During this challenging time, a community of people including her “aunties”, teachers, and other supporters rallied around her.

Sunjka succeeded in becoming the first in her family to graduate high school. As she stepped onto the graduation stage, the crowd erupted in cheers. Reflecting on that moment still makes her emotional.

Marie was initially drawn to Intact’s education policy, benefits, and commitment to diversity, equality, and inclusion. These benefits were important steppingstones that allowed her to build her career and stable home life.

Every day Sunjka works to pay-it-forward and champion access to policies that promote personal and career growth. She has become a confidant and guide for many at Intact. She has mentored more than a dozen women at Intact, fostering career progression, and inspiring others with diverse identities to pursue development opportunities.

As a proud member of the Oji-Cree nation of Ontario, Marie is part of Intact’s national Indigenous DEI Network. Always open to helping her colleagues be culturally sensitive and respectful regarding Indigenous culture, she integrates Indigenous practices such as land acknowledgements and ensures that her business signature has pronouns in both English and Oji-Cree (She/Her/Kwe).

Marie recently earned Intact’s premier level of recognition, a Bravissimo Award specifically for “Actions to Support Truth and Reconciliation at IFC.”

To hear Marie Sunjka and other gender equity and DEI champions, attend Catalyst Honours on 7 Oct, 2024.

Why she’s a Next Generation gender equity champion:

• Indigenous Circle of Inclusion: Marie co-founded and structured Intact’s Indigenous Circle of Inclusion, addressing retention issues through innovative initiatives such as Indigenous Healing Circles, enhancing employee well-being, and preparing the groundwork for broader network integration.
• Driving Intact’s Reconciliation Journey: Marie played a pivotal role in launching Intact’s Reconciliation Education Program, ensuring over 7,600 employees received culturally relevant training; and she also contributed significantly to organizing a successful National Day of Truth and Reconciliation event.

The post Marie Sunjka: Indigenous leader championing equity appeared first on Catalyst.

Among the 56% of Latine women who report feeling on guard at work, nearly half say they think about quitting “frequently” or “all the time.” This frightening data illuminates an enormous opportunity for organizations to practice active and engaged allyship to drive Latine women’s long-term success.

Allyship and inclusive leadership are critical for breaking down systemic barriers and fostering an environment where Latine women can thrive. By actively supporting and advocating for Latine women, businesses can enhance their talent pipelines, promote diversity, and create a culture of inclusion.

Join our panel of experts for Hispanic Heritage Month to discuss:

• Best practices for enhancing psychological safety in the workplace
• How inclusive leaders can model allyship for Latine women at all levels of an organization
• Specific programs and initiatives to empower and advance Latine women through every stage of their careers

Note: Please log in to the website with your Catalyst Supporter organization email to access registration. If you are NOT a Catalyst Supporter, please email us to proceed with payment and registration. For questions, please contact catalystevents@catalyst.org.

Catalyst is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

The post Pathways to Progress: Leveraging Allyship for Latine Women’s Advancement appeared first on Catalyst.

With LGBTQ+ employees frequently reporting lower levels of psychological safety and belonging across a range of measures than their non-LGBTQ+ colleagues, business leaders have to commit to a multi-pronged approach to inclusion for the entire calendar — not just during Pride month. This means implementing genuine DEI policies, modeling inclusion at the highest levels of leadership, and utilizing every tool at their disposal to build out a holistic suite of inclusive programs and policies.

LGBTQ+-focused Employee Resource Groups are frequently among the oldest and most robust ERGs at any given organization. This uniquely positions them to take the work of employee engagement to the next level. Organizations can leverage advanced intersectional ERGs to catapult employee belonging and engagement into a new era.

Join our panel of experts for Pride Month to discuss:

• The complex history of Pride Month and LGBTQ+ rights and inclusion in the workplace
• Strategies for moving ERGs from the intermediate stage to the advanced stage
• Best practices for leveraging the unique position of ERGs to advance business priorities that go hand-in-hand with employee belonging

For questions, please contact catalystevents@catalyst.org.

Catalyst is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

The post Unity in Diversity: Building Intersectional LGBTQ+ Employee Resource Groups for Women appeared first on Catalyst.

Black women face unique challenges in the workplace that can severely impact their health and wellness, both physical and mental. Catalyst research has found that over half of Black women report feeling “on guard” at work, which can lead to what we call the Emotional Tax. This is when feeling different from peers in the workplace because of gender, race, and/or ethnicity affects health, well-being, and the ability to thrive at work.

Prioritizing the health and wellness of Black women employees is not only a moral imperative but also a strategic business decision. Companies that actively support the well-being of their Black women employees experience higher retention rates, increased productivity, and a more inclusive work culture. By fostering an environment where Black women feel valued and supported, businesses can unlock the full potential of their talent pool and drive innovation and success. Furthermore, promoting diversity and inclusion has been shown to enhance company reputation and attract top talent across all demographics.

Join our panel of experts for Black History Month to discuss:

• How Emotional Tax shows up in the workplace, both quietly and overtly
• How leaders can leverage Catalyst’s Listen, Learn, Link up, Lead model to better support their Black women employees
• Best practices from industry leaders for creating empowering and successful workplaces that work for Black women

For questions, please contact catalystevents@catalyst.org.

Catalyst is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

The post Beyond the Desk: Health and Wellness for Black Women at Work appeared first on Catalyst.

Catalyst enERGize 2024 brought together global ERG experts to outline the key elements and best practices for developing a well-defined ERG strategy.

1. Start with the three C’s: Champion, Charter and Culture.
   Don’t lift and shift your ERG strategy. Penny Concepcion, HR Director at Goodyear Business Services, Manila, used the example of starting a women’s ERG for Goodyear in the Philippines. Since women already greatly outnumbered men in leadership roles in the Philippines, increasing women’s representation was not a goal as it was in the United States. Knowing a new ERG’s cultural context and making sure the charter reflects it are crucial.“I would probably sum it up into three Cs. So, when you set up an ERG in another locale or country… three Cs: champion (an advocate, an influencer), charter (or the purpose), and then the last C is the culture.”
2. Set up ERG leaders for success.
   Use ERGs to develop future leaders. When considering an ERG leader, Concepcion and Debora Gepp, D&I Manager at Thompson Reuters, Sao Paulo, agree — a strong champion is important but can come from any level. To ensure employees at all levels are prepared to lead Business Resource Groups (BRGs), Thompson Reuters created the “BRG Academy” to train these volunteers about “diversity and inclusion strategy, to understand better our company structure, how to manage teams…, how to communicate, how to develop communication in the company, how to do events, how to manage budgets.” Gepp shared that this training isn’t just for the benefit of the individual, or even the ERG. “These co-lead positions, they are so important and a big opportunity to be a talent incubator for leadership positions in companies. So, in these positions we can have volunteers that are part of underrepresented groups, that are analysts, people that are not leaders, still not leaders at the company [yet]. And they have this opportunity to volunteer as a leader in an ERG and […] to develop important skills to be a leader in the future.”
3. Link ERG goals to business imperatives. ERGs are not just about values. They’re also about results.Greg Russo, Managing Director at Berkeley Research Group and co-lead of their LGBTQ ERG wants ERGs to consider how they can also contribute to the business.“I like to think about diversity as something we need to move from being a cost to being a revenue,” Russo says. “How can we use it to further the organization and further the mission, the vision? That includes building revenue because of what we’re doing as an organization that’s focused on diversity.”
4. Remember to celebrate all the wins.
   Russo advises new and young ERGs to think small in their goals and let the results add up over time. “I remind people often that we are a tanker ship with respect to diversity issues. We are not going to turn on a dime. […] It’s important when starting an ERG and working through some of those early days to set small, measurable goals, and view those as a win.”

Creating an ERG is no easy task, but the rewards are well worth the effort. Don’t worry; you’re not alone. Catalyst has multiple ERG resources to help. If you’re truly at square one, start with our Supporter organization-only ERG launch guide.

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The post Tips to Elevate Your ERG Impact appeared first on Catalyst.

These groups can leverage their members’ collective knowledge, passion, and expertise to tackle a range of social issues: addressing disparities in healthcare, housing and food insecurity, advancing environmental sustainability, and beyond. By developing strategic partnerships with non-profit organizations and advocacy groups, establishing employee volunteering programs, and engaging in philanthropy and fundraising campaigns, they can mobilize people around a common cause to maximize impact.

At a time when the world seems increasingly divided and people feel isolated from each other, ERGs stand in stark contrast as they are calling people in to lend their time and effort toward social good.

Embark on a social impact initiative that elevates employee engagement and belonging, positions your ERG as an influential brand ambassador to external stakeholders, and aligns with your business’s environmental, social, and governance (ESG) goals.

But how can you get started?

1. Be laser-focused on outcomes. Pinpoint what you want to achieve, and why it would be important for your ERG to address that issue. Define what success looks like to you, crafting key performance indicators (KPIs) that you can track over time. Push beyond surface-level metrics, such as headcounts or donation amounts. Consider capturing the participant experience for these programs, as they present unique opportunities for upskilling and leadership development and can be incorporated into performance reviews and individual development plans. Hold ERG leaders accountable for monitoring and communicating progress to executive sponsors and senior leaders. Don’t be afraid to change course if your metrics are not adequately measuring impact.
2. Mobilize your people. Connect with senior leaders who are passionate about the issue and communicate opportunities to engage in this work across your internal platforms. Avoid working in silos by tapping other ERGs, departments, or stakeholder groups.
3. Remember that Catalyst is here to help. Our Supporter community and events like enERGize offer opportunities to connect and learn from your peers across organizations and industries. Check out our library of case studies of ERGs in action.

Remember, ERGs are catalyst for change. Let’s continue building impactful communities together!

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The post How to Expand the Influence of Your Company’s ERGs appeared first on Catalyst.

Employee Resource Groups (ERGs) are vital partners in this effort, driving initiatives that address women’s health issues and enhance issues to enhance inclusion, engagement, and retention. At the breakout session on women’s health at Catalyst enERGize, panelists explored ways to bring women’s health the attention it deserves within the workplace.

Moderated by Janet Piper, Senior Director, Supporter Success Canada at Catalyst, the panel included Shelley Peterson, SVP, Performance, Rewards & HR Enterprise Functions, Sun Life; Amanda Lewis, Senior Manager, Diversity, Equity & Inclusion, Scotiabank; Emma Codd, Global Chief Diversity, Equity, and Inclusion Officer, Deloitte; and Kamili A. Wilson, SVP, New Affiliate Integration Services, AARP.

Why Women’s Health is a Critical Issue

This topic was deeply personal for the panelists, who openly shared their experiences.

“I began experiencing perimenopause symptoms at 43,” said Wilson, “but didn’t know what they were. I felt incredibly vulnerable. Once I understood, I wanted to share my experience to support other women.”

“I experienced menopause symptoms that made me think I had dementia,” shared Codd. “We need to talk openly about periods, menopause, and support each other through these stages.”

Added Lewis, “I’m at the life stage of menstruation and considering family planning. When evaluating an organization, I consider their policies on family planning, fertility treatments, and maternity leave.”

And Piper recalled how, when she was in her twenties, she would hide the tampon she would carry with her to the washroom at work.

Peterson summed up what everyone at the breakout session was thinking: “It’s crucial to ensure no barriers exist for women reaching their full career potential due to unique health issues.”

What ERGs Can Do

• Communicate clearly about organizational policies and resources.
• Use internal communications to address women’s health across all reproductive stages.
• Normalize women’s health issues within the context of existing support programs, rather than treating them as special cases.
• Embed a culture of allyship so that people with different identities are motivated to drive the necessary change to support women’s health.
• Nurture a culture of diversity, equity, and inclusion.

What Managers Can Do

• Don’t try to solve or diagnose healthcare problems. Instead, listen, learn, educate yourself, and understand the resources.
• Create a safe, flexible environment to help individuals do their best work.
• Make menopause a global inclusion priority.
• Ensure policies are supported by a culture that makes employees feel safe to speak up.
• Be vocal champions for women and help male colleagues understand these issues.
• Encourage senior leaders to share personal experiences with menopause to help reduce stigma.

How to Encourage Men to Be Allies

• Set goals for men allies such as attending at least one women’s health event per year.
• Embed allyship into the organization’s culture to ensure that addressing women’s health issues is a collective effort involving all genders.

How to Strengthen Your Company’s Benefits for Women

• Invite ERGs to help survey women in your workplace about resources they would like to access.
• Compare your claims information with other organizations and consult providers.
• Review your benefits from an inclusion perspective to identify gaps.
• Ensure that decision-making around support for different health issues is consistent and inclusive.

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The post Why Companies Must Pay Attention to Women’s Health – And What ERGs Can Do to Help (Blog Post) appeared first on Catalyst.