Employee Resource Groups (ERGs)
STRUCTURE AND GUIDANCE
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How to use this tool
This guidance tool contains sample applications, charters, bylaws, and plans with basic
language that you can adapt for your company’s ERG programming.
Here’s how you can adapt this PDF:
1. Make sure you have opened this document in Adobe Reader or Adobe Pro.
You will not be able to edit the tool if it’s open on your web browser.
2. Add your company’s logo to the cover.
3. Fill out the following three boxes, which will auto-populate throughout the document:
Company Name:
ERG Name:
Diversity, Equity, and Inclusion (DEI) Council Name:
4. Read through the documentation and fill in the remaining blank spaces that are
specific to your company's information. Use the Table of Contents to help decide which
documentation you will need—it will not necessarily be everything provided here.
Member Tool: Employee Resource Groups (ERG) Structure and Guidance
Employee resource groups (ERGs)—sometimes known as business network groups, anity
groups, or diversity groups—are groups are formed by employees who join together based on
common interests, backgrounds, job status, or demographic actors such as gender, culture,
race, ethnicity, and military or disability status. These voluntary, employee-led groups are
generally sponsored by the company and organized to foster a diverse, inclusive workplace.
Whether your company is setting up an ERG or engaging existing ERGs, you are going to need
some structured documentation to set groups up for long-term success, which we have provid-
ed for members of the Boston College Center for Corporate Citizenship in this adaptable tool.
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Table of Contents
2 Employee Resource Group (ERG)
Governance Structure and Guidance
2 Diversity, Equity, and Inclusion Structure
3 Sample Charter (Diversity, Equity, and Inclusion Council)
3 Vision Statement
3 An Overview of Employee Resources Groups
3 Diversity, Equity, and Inclusion Council Guidelines
4 Philosophy And Purpose
7 Policy
9 Getting Started: Recognition and Endorsement
11 Sample ERG Application
12 ERG Charter Application
16 Employee Resource Group
Charter Application Approval
17 Sample ERG Charter (Sample 1)
17 Employee Resource Group Charter Template
21 Sample ERG Charter (Sample 2)
21 Rationale
21 Purpose
21 Objectives
21 Focus Areas
21 Scope of Employee Resource Groups
21 The Diversity, Equity, and Inclusion Council Support of ERGs
will provide the following support to ERGs
22 Employee Resource Group Bylaws and Articles
26 Template for Three-Year Strategic Plan for ERGs
26 ERG Goals
26 Strategic Planning Review - ERG Purpose Statement
26 ERG Focus Areas
28 Sample Ground Rules for ERG Meetings
29 ERG member assessment
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Employee Resource Group (ERG)
Structure and Guidance
Diversity, Equity, and Inclusion Governance Structure
Engagement of perspectives at every level of the organization can reinforce organizational
commitment to the diversity, equity, and inclusion objectives of the company. The Diversity,
Equity, and Inclusion Council is often the body to which the ERGs report, providing a mix
of employee levels and functional unit representation from which insights applicable to all
groups can be drawn. This ensures that multiple perspectives are taken into account by the
policy-makers of the company when implementing new equity and inclusion programs.
Oversight
level 1
Oversight
level 2
Oversight
level 3
Oversight
level 4
Board of
Directors
CEO
Diversity, equity
inclusion council
ERG 1
Functional
Groups
ERG 2 ERG 3 ERG 4
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Sample Charter
(Diversity, Equity, and Inclusion Council)
VISION STATEMENT
leads the way in demonstrating that diversity, equity, and
inclusion improves the wellbeing of our people and improves innovation, collaboration,
and global business results.
An Overview of Employee Resource Groups
At , employee resource groups (ERGs) support the diversity,
equity, and inclusion goals and objectives that are determined by the Global
and the Executive Oce (C-suite).
ERGs exist to benefit and advance their own group members
by working both internally and externally. They also help contribute to
market success.
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DIVERSITY, EQUITY, AND INCLUSION
COUNCIL GUIDELINES
PHILOSOPHY AND PURPOSE
ERGs are an excellent support system within to foster aware-
ness, respect, and inclusion within the workplace.
(“the Council”) is comprised of the Chief Human Resources Ocer, the Director of Equal
Employment Opportunity (sta to the council), the Chief Corporate Citizenship Ocer, the
Chief Financial Ocer, and the CEO (ex ocio) who may appoint other executive to the
Council as may be warranted from time to time. The Executive ocers of the
comprise the executive committee of the Council, which
endorses and approves each ERG. This endorsement gives employees the opportunity to
identify common interests and decide how they can be shared with others.
• Chairs of each ERG serve on the Council merit of their ERG roles.
• Each ERG has an Executive Sponsor and each Executive Sponsor is a member of the
• The Council provides a forum for ERG leaders to share ideas and best practices and to
oer insights to leaders about how the company might
improve policies, procedure, and structures so as to better achieve diversity, equity,
and inclusion goals.
• Each year the will approve plans
and goals for each ERG and for as whole and communicate
them to all employees of .
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The can also:
• Play a critical role in supporting business initiatives.
• Act as a sounding board around strategic diversity objectives within the organization, to help
create a more inclusive work environment
• Be a collective voice around shared issues or concerns that help to promote an inclusive,
respectful workplace, by uncovering issues that are specific to the needs of a diversity
community within the organization.
• Provide opportunities for employee development, education, and training, recruitment,
retention, and business outreach and development.
• Support innovation by providing insights on new markets, product development, and
multicultural marketing, while enhancing the Company reputation in the marketplace
Ocially formed and recognized ERGs are sponsored and supported by,
.
(“ ” or the “Company”). The Broad Aims of
are to:
• Achieve a diverse workplace
• Maintaining a culture of inclusion where employees can thrive
• Ensure that ALL of our employees are supported to achieve their maximum potential
• Value and encourage dierent perspectives, styles, thoughts, and ideas
We will do this as we:
• Support values and business goals, including the
Company’s commitment to foster an inclusive work environment.
• Support diversity, equity and inclusion initiatives,
aspirations and goals.
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• Foster communications between and its employees.
• Create an open forum for the exchange of ideas.
• Provide mentoring and educational and professional development opportunities for
employees. By providing employees with opportunities for:
• Development
• Showcasing their skills and becoming known within the organization
• Mentoring
• Networking
• Positively impacting the business through business development, often channeling
their voices to advocate for change
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The following guidelines establish standards for employees participating in
Employee Resource Groups.
POLICY
MEMBERSHIP
• Members must be employed by
• Membership is open to all employees
• Membership is voluntary.
• Members must attend a majority of the ERG group’s meetings; support the
mission and the ERG group charter; and be an advocate
for the diversity, equity, and inclusion process.
Each recognized ERG must be open to any and all members of the Company, including
full-time and part-time employees, regardless of all attributes that make each person unique,
and cannot exclude non-members from its activities.
Opinions, experiences and ideas shared by members of an ERG during meetings or related
activities and records thereof, shall be held in confidence and shall remain the sole and
exclusive property of .
OBJECTIVES
As mentioned above, encourages the formation of ERGs to
foster diversity, and encourage employees to share information, recognize achievements,
and interact with fellow employees on an informal basis.
Company-approved ERGs are responsible for supporting improvements in focus areas in
their area of diversity, and must have the ability to impact all three areas through their
actions and initiatives.
Currently, there are three focus areas (also referred to as “the three pillars”):
• Professional development
• Business development and outreach
• Recruitment
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We recommend that all ERGs participate in initiatives that focus on employee business
outreach, development, recruitment, and professional development. These initiatives will
focus on the betterment of . All other events can focus on the
needs of their specific group.
PROFESSIONAL DEVELOPMENT OBJECTIVES:
Support professional development by:
• Developing and delivering one major developmental program on annual basis to all
of , or in partnership with other ERGs
• Sponsoring career development events and activities
• Identifying eective mentors within
• Developing eective mentors within the membership
• Building a network of development resources that are easily accessible by members
BUSINESS DEVELOPMENT AND OUTREACH OBJECTIVES:
Support business development and outreach by:
• Establishing internal and external business partnerships
• Representing at industry events
• Working with councils and boards
• Working with external communities to help achieve market presence and leadership
RECRUITMENT OBJECTIVES:
Support recruitment by:
• Establishing a partnership with university relations
• Speaking on behalf of and its oerings at industry events
• Measuring hires brought in by ERG through the Talent Ambassador Program
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Getting Started: Recognition and Endorsement
An ERG’s infrastructure approved yearly strategic plan, by-laws, and approved budgets allow
each group to implement initiatives that promote an inclusive work environment. All groups
are accountable to the .
EXECUTIVE SPONSOR
The ERG Chair will obtain the assistance of an Executive Sponsor, who is a Vice President
or higher at . The Executive Sponsor will:
• Participate as an active member of the
• Act as an advocate for all ERGs
• Share information about the group’s activities with
management
• Guide the group’s development
The I&D Executive Board or a team member may
assist in identifying an Executive Sponsor.
FUNDING
At the discretion of , and with the approval of the
, approved ERGs will obtain limited funding.
Upon submission of a budget identifying the specific uses for any requested funds, the
may approve funding for initiatives supporting
the focus areas for the ERGs.
The amount provided to each group is based on the justification of the business impact.
The group must track the funds spent and report at least annually to the
on the amounts spent and what was accomplished.
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GROUP ACTIVITIES SUPPORTED BY
• Professional networking is strongly encouraged, as is providing information and support
for the recruitment, retention, advancement, and development of diverse employees.
Groups are encouraged to partner with marketing, business operations, and corporate
groups to support their eorts to understand and better serve specific markets, and may
provide information to new and existing employees about the group, its activities and
opportunities.
• Groups also may organize development, networking, and community outreach events,
collaborate and partner with other ERGs, and sponsor awareness events. External speakers
are welcome so long as they adhere to applicable policies and provide credentials and
references of their work in advance.
• The logo may be used for group activities or
events only when the Company (through the )
formally agrees to sponsor the activity or event. The logo and other formal Company
artwork (illustrations and photographs) are created for use in business-to-business inter-
actions with customers. Any other use or alteration of this artwork is not permitted
without the direct consent of the Corporate Identity department.
GROUP ACTIVITIES NOT SUPPORTED BY
• ERG activities are prohibited when they conflict with
business objectives, standards of business
conduct (including the Code of Business
Conduct), personnel policies and procedures, state or federal law, Company policies
and non-alignment to the ERG focus areas.
• Corporate and employee giving are part of the
culture, and ERGs do participate in these activities. However, these areas are not directly
part of the focus areas for ERGs. It is appropriate for ERGs to participate in community
activities; however, only if approved in advance (and by exception rather than routine)
by will they be funded by
.
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CROSSREFERENCE WITH OTHER POLICIES
• ERGs must comply with all established policies
and procedures. Conduct or activities by any group contrary to the foregoing may result in
revocation of the group’s charter and Company support.
• An ERG’s purpose and actions must be consistent with the
Armative Action Policy and Policy against
Harassment and Discrimination. ERGs will follow the diversity, equity, and inclusion
guidelines of the company. reserves the right to revise and
update any and all criterion or guidelines as deemed necessary.
In order to support employees in facilitating getting started, the following checklist should
be used as a guide to getting started with the formation of a new ERG:
• Interested parties should contact the ERG
Program Leader to discuss the formation of an ERG that is currently not represented.
• Follow the specific guidelines noted in this handbook
• Structure the group to include a vision statement, strategy, and potential working groups
• Share their structure with the Program Leader
• Gain support from Senior Management within their organization
• Plan a kick-o event to introduce the resource group to the larger organization
(once approved by the )
Sample ERG Application
EMPLOYEE RESOURCE GROUP CHARTER APPLICATION
Below are questions to be answered by the individual Employee Resource Group to be
accompanied by its charter when submitting to the Oce of Diversity, Equity, and Inclusion.
All Employee Resource Groups must submit an application for review and approval for
formal recognition of the Employee Resource Group. Please submit questions or a completed
application to the appropriate oce.
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Name of Employee Resource Group (ERG):
Name Of Employee Organizer Title
Office Email
Signature Date
What is the group’s purpose (500 words or less)?
ERG Charter Application
Use the text box on the next page to continue.
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What is the group’s purpose (Con’t)?
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What is your Employee Resource Group’s Mission Statement? (This can be the same as in your ERG Charter.)
Please provide three examples of how your group’s mission and purpose serves the
’s mission.
1.
2.
3.
Please attach your Charter. Please describe your leadership structure and how they are elected, terms,
and communication to the members at large.
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Signatures of at least 10 employees who indicate they will join
your Employee Resource Group. Attach a list of any additional employees.
Print Name Title Employee Signature
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EMPLOYEE RESOURCE GROUP
CHARTER APPLICATION APPROVAL
The application for Employee Resource Group
has been reviewed by the Oce of Diversity of Inclusion/Diversity Program Manager
and forwarded with the following recommendation:
Approve
Disapprove
Comments:
Signature Date
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Sample ERG Charter (Sample 1)
EMPLOYEE RESOURCE GROUP CHARTER TEMPLATE
PREAMBLE
Consistent with the ’s Diversity, Equity and Inclusion’s vision to
be the Nation’s model employer by leveraging diversity and fostering equity and inclusion to
deliver the best business results and social impacts, ’s mission
and goals will involve creating a culture which values the contributions of all employees and
provides equal opportunity for professional development and career advancement.
’s diversity, equity and inclusion goals include:
(1) Support participation in and provide ERG Role
responsible for this task with access to ’s senior leadership;
(2) utilize to assist in outreach to diverse
organizations in the community;
(3) utilize as advisors to strategies and outreach
on hiring, retaining and promoting a diverse workforce; and
(4) support mentoring, recruiting, and development programs that are sponsored by
.
ARTICLE I: NAME
1.1 NAME
This organization shall be known as the .
ARTICLE II: MISSION
2.1 MISSION
The Mission of is to be a strategic partner with
to promote a culture of diversity, equity, and inclusion through
continual learning. will advance the understanding and
equity and inclusion of employees with a common background, set of interests and/or goals.
The vision, mission, goals, policies, and activities of
are fully aligned with those of ’s mission, goals, and policies.
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will be a valuable mechanism to:
(1) build a culture that fosters innovation;
(2) oer employees access to leadership opportunities;
(3) establish programs and activities aligned with the mission of
;
(4) provide employees opportunities to develop and grow, and for managers to access innova-
tive concepts and unique solutions to challenges faced by .
ERG should add its own mission statement in the box below, reflecting the purpose of the group,
the work it intends to achieve, and/or the principles or beliefs that guide the ERG’s work.
The statement should be limited to a paragraph.
ARTICLE III: MEMBERSHIP
3.1 ELIGIBILITY
Membership in is available to all
employees. shall
record names and locations of all members. All members are eligible to chair committees,
become candidates for elected oce,
and vote in ERG elections.
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ARTICLE IV: STRUCTURE AND OPERATIONS
4.1: EXECUTIVE SPONSOR
The Group shall have an Executive Sponsor who is nominated by the CHRO and approved
by the CEO. This individual will be a senior executive who supports an ERG. The Executive
Sponsor holds the group accountable to add value and contribute to the goals of
and acts as an advocate at leadership and management meet-
ings. The Executive Sponsor is also expected to learn about the constituency’s issues and
concerns and to share that information with other executives. In addition the executive
sponsor shall:
1. Work with the Employee Chair to develop and submit an annual budget for the
ERG’s activities;
2. Work with the ERG Employee Chair to present any suggested policy or programmatic
changes to the executive leaders of oration
3. Ocially represent the ERG with executive team and board of
as requested by the CEO.
4.2: CHAIR, ROLES and RESPONSIBILITIES
The Group shall have an Employee Chair. This individual shall:
1. Schedule and organize meetings;
2. Work closely with the Champion.
3. Ocially represent within
.
4. Lead the assessment of the group’s performance against goals each year and prepare the
annual report of the group.
4.3: TERMS OF OFFICE
Ocers are nominated and elected by the group for three-year terms, which are dependent
upon continued employment. Individuals may hold two consecutive terms of oce. One
three-year period must pass before they are able to be nominated as an ocer.
4.4: ADDITIONAL OFFICERS
The employee Chair may appoint additional ocers as necessary.
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4.5: NOMINATION AND ELECTION OF THE EMPLOYEE CHAIR
Section 1: Election Meeting
Elections shall be held. In the case of a resignation of the employee Chair from oce,
a special election meeting may be held to fill the post until the end of the current term.
ARTICLE V: NOTICE OF MEETINGS
5.1 MEMBERSHIP MEETINGS
There shall be regular meetings of on a date
and place to be designated by the Chair and approved by the Executive Sponsor. This
meeting shall be held at a specified location and announced to members.
shall send a notice of each regular meeting to
each member.
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Sample ERG Charter (Sample 2)
Rationale
As an employer of choice, seeks to attract, retain, and develop
the best talent available. The Company chooses to create and sustain a workplace environ-
ment where all employees are fully engaged and can contribute to their full potential.
Purpose
Employee resource groups support the overall commitment and vision of Diversity, Equity,
and Inclusion for .
Objectives
• Help create a more inclusive work environment
• Provide a collective voice around shared issues or concerns
• Promote a respectful workplace
• Promote internal and external diversity initiatives
Focus Areas
Employee resource group activities are concentrated in the following areas.
• Professional development
• Business outreach and development
• Recruitment
Scope of Employee Resource Groups
EXIST WITHIN FUNCTIONS AND GEOGRAPHIES
• Accountable to
• Exist across the global enterprise
The will provide the following support
to ERGs
• Setting a positive tone throughout the community
• Operational guidelines through the ERG Progression Model
• Policy and process
• Tools and resources
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Employee Resource Group Bylaws and Articles
ARTICLE I: NAME
The name of this organization shall be “ .”
ARTICLE II: VISION/STRATEGY/EXECUTION
The VSE of this organization shall be
ARTICLE III: MEMBERSHIP
Membership in is open to all employees in
, including regular full-time, part-time, hourly, and salaried
employees, who are committed to accomplishing the objectives of
.
ARTICLE IV: STRUCTURE
will organize their governance and structure based
on one of the five phases within the ERG Progression Model. The sample structure below
shows job descriptions that ERGs are highly encouraged to adopt to achieve a phase five
within governance/structure.
NOTE: This section will need to be outlined per ERG: There shall be two leads per ERG.
There shall be project or program committees established in accordance with annual pro-
gram goals with the addition of special committees, as determined by the ERG leadership
team (Board of Directors). Each ERG shall have an Executive Sponsor or Sponsors to support,
guide, and advocate the objectives of the organization.
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THE BOARD OF DIRECTORS TEAM SHALL
• Attend all regular meetings
• Rotate responsibility for meeting minutes and distribute prior to next meeting
• Adhere to current policies
• Set direction and establish agenda for the organization
• Conduct all business activities necessary to achieve the objectives of the organization
• Provide communication to members at large
• Actively recruit member participation
A. ELECTED OFFICERS
The elected ocers of and their duties shall be as
follows:
ROLE OF THE CHAIR
Functions as the corporate wide representative of their respective ERG. Is a direct liaison to
the Executive Sponsors, , and other important
business partners, both within and externally. Responsible
for working with both members of the ERG itself and the
to set the global strategic direction of the organiza-
tion and removing obstacles to help ensure the organization meets its goals.
Helps ensure that the organization’s goals are aligned to the focus areas established by the
(Business Development, Recruitment, and Profes-
sional Development). Encourages and establishes policies (as needed) and activities in agree-
ment with the objectives of the respective ERG.
EXPECTATIONS
• Function as the main representative of the organization in business-relevant situations
• Communicate group achievement and help ensure individual accountability
• Maintain the team spirit and help ensure that all voices are heard
• Remove obstacles that may limit the success of the organization or its leaders
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ARTICLE V: ELECTIONS
Elections shall occur annually during of each calendar year.
New ocers will assume their positions the following .
TIMEFRAME
Announcement of the annual election will be emailed to all members of
at least four weeks prior to the election. The announcement shall
indicate the oces that are available and the rules to be followed during the election. This
will include eligibility, oces, and responsibilities. In the event of an out-of-cycle
vacancy, elections shall be held within two to eight weeks.
A. Te rms
ERG ocers will serve for a term of three years for a maximum of two consecutive terms.
After serving two consecutive terms, ocers must sit one term out before standing for
election again. Outgoing ocers shall serve in an advisory role for six months. It is highly
recommended that elected ocers have at least two years tenure at
(excluding early in career).
B. Order of Election Process
1. Announcement of election (position available)
2. Nominations submitted to Nomination Committee
3. Formal response from candidates to confirm acceptance of nomination with
manager approval
4. Election takes place
5. Ballots submitted and tallied by Nomination Committee
6. Announcement of new oces
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ARTICLE VI: MEETINGS
Regular ERG meetings will be held at least quarterly, unless otherwise scheduled by the
Chair or Executive Sponsor. A schedule of the meeting dates and locations for the entire year
will be provided at first general meeting. Attendance shall be taken at meetings for the pur-
pose of establishing active membership. A quorum shall be required for the conduct of
business. A quorum is defined as one-half of active membership. Active membership shall be
established from previous general meeting attendance.
The procedure for voting at regular or steering committee meetings shall follow general
parliamentary procedure. A simple majority of votes of those present is required for all deci-
sions except amendments to the charter, which require a two-thirds vote of those present at
the meeting. Timely communication (one week before the meeting) of agenda items will
allow for each individual that cannot attend the meeting to submit input on agenda items
before the voting procedures.
ARTICLE VII: BYLAWS AMENDMENTS
Any member of may propose an amendment to the
By-Laws. The decision to consider a proposed amendment requires a simple majority vote of
those present at the meeting. All proposed Charter amendments must be submitted in
writing to the Chair and Executive Sponsor. Proposed Charter amendments must be publi-
cized to the membership in advance of the meeting at which the proposed amendment is to
be discussed. By-Laws amendments require a favorable vote from two-thirds of the member-
ship to be adopted.
Final review of Amended By-Laws must be submitted to the
for approval.
ARTICLE VIII: SUSPENSION OF RULES
The rules outlined in this Charter may be suspended by a two-thirds vote of the membership
present at any meeting, so long as a quorum has been called and its requirements met.
ARTICLE IX: IMPEACHMENT PROCEDURES
Any member may call for any ocer to be removed from oce. Impeachment from oce
requires a two-thirds vote.
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Template for Three-Year Strategic Plan for ERGs
Diversity, Equity, and Inclusion Vision:
leads the way in demonstrating the transformational impact
diversity, equity, and inclusion have on innovation, collaboration, and global business results.
ERG Goals
1. Help create a more inclusive work environment
2. Provide a collective voice around shared issues or concerns
3. Promote a respectful workplace
4. Promote internal and external diversity initiatives
5. Strengthen internal stakeholder relationships through connection and value creation
Strategic Planning Review - ERG Purpose Statement
Review your ERG Vision Statement by asking the following: Does the existing Vision
Statement need to change in the next three-years to better support the diversity, equity, and
inclusion Vision Statement and to create maximum value for ?
ERG Focus Areas
Review each Focus area by discussing your ERG’s objectives, strategies, and results or
metrics for that area.
1. Professional Development
THREEYEAR STRATEGIC PLAN
• OBJECTIVES: What are you trying to achieve in this area within the next three-years?
*For example, “enhance career opportunities for members.”
• STRATEGIES: How will you achieve these goals?
*For example, “Mentoring and leadership initiatives, or networking events.”
Note: These are types of activities, and not specific events or programs.
• RESULTS/METRICS: How will you know that you have progressed in achieving these
objectives? What measure or measures will you use?
*For example, “The percentage of ERG members who participate in career development
events increases annually as measured by tracking metrics.”
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2. Business Development/Outreach
THREEYEAR STRATEGIC PLAN
• OBJECTIVES: What are you trying to achieve in this area within the next three years?
*For example, “To increase brand name recognition in targeted external communities,
and to increase awareness in targeted communities regarding products and services.”
• STRATEGIES: How will you achieve these goals?
*For example, “Sponsoring community and cultural events.”
Note: These are types of activities, and not specific events or programs.
• RESULTS/METRICS: How will you know that you have progressed in achieving these
objectives? What measure or measures will you use?
*For example, “Increased number of sponsorships of external community events in
targeted communities.”
3. Recruitment
THREEYEAR STRATEGIC PLAN
• OBJECTIVES: What are you trying to achieve in this area within the next three-years?
*For example, “To recruit new members into the ERG, to recruit people to work at
, and to encourage existing members to actively participate
in the ERG.”
• STRATEGIES: How will you achieve these goals?
*For example, “Onboarding programs, welcome activities, or ongoing social activities
for members.”
Note: These are types of activities, and not specific events or programs.
• RESULTS/METRICS: How will you know that you have progressed in achieving these
objectives? What measure or measures will you use?
*For example, “The percentage of employee participation involved in the ERG has
increased as measured by the membership roster and other tracking metrics.”
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Sample Ground Rules for ERG Meetings
These rules may be helpful in helping members of ERG groups understand what their
responsibilities to the group are.
I agree to:
• Arrive on time, whenever possible.
• Be prepared for our ERG meeting.
• Welcome newcomers with warmth and enthusiasm.
• Share responsibility for following and enforcing these ground rules.
• Stick to the agenda.
• Listen respectfully and thoughtfully.
• Value my colleagues and openly express my appreciation of their contributions.
• Limit my comments to the issues at hand and avoid personal attacks.
• Avoid interrupting others, conducting side conversations, or taking phone calls.
• Not prematurely judge, criticize, or put down others’ ideas.
• Use consensus to make major decisions.
• Be open to surfacing dierences in perspectives in a constructive manner.
• Be 100 percent supportive when a decision is made within the ERG.
• Be realistic and accountable when accepting responsibility for follow- up tasks.
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ERG member assessment
These questions presented as a scale from 1 to 7 may help ERG leaders understand where
the group may need development or where their own leadership may need to be developed
further.
As an ERG member or ally I am committed to making changes
I clearly understand the purpose of my ERG and its alignment with business goals
The ERG leader has a process for sharing information with its members
Our ERG has the right members to be successful
As an ERG member I understand how our work contributes to the larger goals
of our company
Our ERG is recognized for its accomplishments
ERG members openly express their ideas and opinions
ERG members have a means to see progress towards important objectives
of our group.
I want to be in the group
The other members of this ERG want to be in the group
Our ERG is able to make decisions that all group members can support
Our ERG meetings are productive
Our ERG members trust and respect each together
ERG members express disagreements constructively
ERG members follow through on decisions and action items.
Our ERG has established metrics, and guidelines for ERG scope, performance,
and behavior
ERG members are encouraged to express dierent points of view
Our ERG takes time to evaluate how eectively they work as a group
ERG members are held accountable for their responsibilities and assignments
employee resource groups (erg): structure and guidance
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Based in the Carroll School of Management, the Boston College
Center for Corporate Citizenship combines the most valuable aspects
of a professional community and the resources of a leading academic
institution for our members. We integrate the perspectives and
experience of some of the leading corporate citizenship professionals
in the field today with management best practices, helping you align
your corporate citizenship objectives and business goals. Center
resources support positive outcomes for your functional area, your
organization as a whole, and for you as a leader.
140 Commonwealth Ave., Chestnut Hill, MA 02467 | : 617 552 4545 : 617 552 8499 : ccc@bc.edu
KNOW MORE.
DO MORE.
ACHIEVE MORE.
ccc.bc.edu
