2016 ERG Summit Research Findings and …€¢ ERGs help solve problems – Starting in 1960s –...

2016 ERG Summit Research Findings and Impact Model

October 6, 2016Dr. Theresa M. Welbourne

Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne

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How your ERG can drive positive impact


The Answer


Why Focus on ERGs?

• ERGs help solve problems – Starting in 1960s – Xerox Corporation and Rochester, New York

• ERGs bring value to members• ERGs driving business results • ERGs are growing and evolving


Background

• The ERG Leaders Summit Project – Learn from each other– Data-driven learning – Amazing cohort

• 2017 ERG Leaders Summit April 18-19– Bill and Melinda Gates Foundation, Seattle, Washington


2016 Participants


Prior Work on ERGs

• *Reviewed ERG work conducted to date (earliest in 1994)• 33 total ‘academic’ papers (some dissertations, books)

– 29 empirical (have data)• 7 case studies • 9 interviews• 8 surveys • 1 archival data set • 4 mixed methods (e.g. interview and surveys)

17 focus on ONE ERG9 papers on LGBT5 on women ERGs1 African American / Black 1 Aboriginal

*Paper with Skylar Rolf and Steve Schlachter


Positive Impacts

• Career development; networking• Reducing turnover • Giving voice to employees • Help achieve diversity goals• Help create policy change• Increase awareness

Only about 1/3 of these 33 studies talk about impact.

This is NOT enough.


Research Study

Looking for Answers


Metrics UsedFocus on Goals

for ERGs

• Help members be “at their best”– Model for Zone Management, Energy and Direction

• ERG delivers to members – Confidence – Performance – Meeting goals

• Organizational support – Managers – Leaders

• ERG impact model – Talent management – Culture– Corporate vitality


Impact Story

We reached out to a lot of people:

ERG leader ERG members Diversity and Inclusion executives Sponsors of ERGs

Asked about goals


Impact Model

ERG Impact Model Individual Company External Stakeholders

Talent Management

My professional development

Recruiting and selection

Networking outside the company

CultureGreat place to work for me

Inclusive environment

How community views company culture

Company VitalityBeing more innovative

Creating a high performance business environment

Improving customer relations

Impact three stakeholders (individual, company, external) by three areas of work (talent management, culture and vitality)


Overall Respondents

• 2009 overall respondents THANK YOU!!! – 692 ERG Leaders– 1296 ERG members and Non-Leaders

• 50 companies identified by respondents• 16 companies received reports (30 respondents or more)• 43 ERGs qualified for reports (30 respondents or more)


High to Low, Page 1Environment positive

Responses on 1 to 5 scale; 1 is low, and 5 is high.


High to Low, Page 1Environment positive

Responses on 1 to 5 scale; 1 is low, and 5 is high.

TOP LEADERSHIP

MY MANAGER

ERG LEADERS

MANAGEMENT

SENIOR LEADERS

EMPLOYEES


High to Low, Page 2

Opportunity lies in improving impact of ERGs


High to Low, Page 2

Opportunity lies in improving impact of ERGs

IMPACT


Impact Model Results

Individual Company External Stakeholders

Talent Management

My professional development Recruiting and selection Networking outside the company

Culture

Creating a great place to work Creating an inclusive culture Outsiders’ views of culture

Company Vitality

Helping me be more innovative Creating high performance business Customer relations

3.16 (+.18)

3.67 (+.18)

3.07 (+.19)

2.73 (+.23)

3.81 (+.15)

3.23 (+.19)

3.07 (+.23)

3.51 (+.27)

3.01 (+.28)

Means and change scores from prior Summit survey


Impacting MapIndividual

(me) CompanyExternal

stakeholders Talent

management Culture Company

vitality

ERG Leadership .08 .08 .12 .11 .07 .09

ERG Meeting Goals .44 .40 .32 .38 .39 .38

Leadership Confidence .09 .09 .09 x .13 .10

Manager Involvement .08 x x .06 x x

Outside Support .05 .16 .12 x .17 .10

ERG tenure of participant .07 x .05 .07 .07 x

What predicts those impact scores? What impacts impact?


ERG Meeting Goals

All Participants All ERG LeadersAll ERG

Non-LeadersMeeting Goals and Objectives (0-100 scale)

72.76 (+3.39) 73.37 (+.02) 72.49 (+5.39)

ERG meeting the needs of members (1-5 scale) 3.69 (+.10) 3.74 (-.04) 3.66 (+.17)

ERG meeting my expectations (1-5 scale) 3.68 (+.11) 3.77 (-.07) 3.63 (+.20)

ERG doing all they can to achieve goals (1-5 scale)

3.75 (+.08) 3.82 (-.08) 3.71 (+.16)

1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree (change score in parentheses)

Down from last year


Leadership Confidence

All Participants

Leadership Confidence Index 3.92

My own personal leadership and management skills 4.09

Our organization’s senior leadership team overall 3.97

That our organization has the right people and skills to be successful 3.91

Our organization’s ability to execute on its vision 3.90

Our organization’s ability to change proactively to meet its challenges 3.72

Context for ERGs to be Successful 1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree(change score in parentheses)

No significant changes from last survey and between leaders and non leaders


ERG Confidence

All Participants All ERG LeadersAll ERG

Non-Leaders

ERG Leadership Confidence Index 3.94 (+.15) 4.01 (+.08) 3.89 (+.17)

The leadership skills of the people running our employee resource group(s) 4.01 (+.10) 4.13 (+.03) 3.94 (+.13)

The ability of people within our employee resource group(s) to help our organization be successful 3.96 (+.13) 4.09 (+.07) 3.89 (+.16)

The willingness of people within our employee resource group(s) to devote the time to help our ERG’s to be successful

3.80 (+.20) 3.80 (+.12) 3.81 (+.26)

That my manager will support our employee resource group(s) initiatives 3.93 (+.13) 3.98 (+.09) 3.91 (+.16)

That my manager supports me personally in my employee resource group work 3.98 (+.15) 4.06 (+.11) 3.93 (+.17)

1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree (change score in parentheses)


Support

Top leadership in my company support the ERGs. 4.19

My direct manager supports my work within the ERG. 4.07

In general, management in my area of business supports the work in the ERGS. 3.98

In general, employees here support ERGs. 3.96

My peers support my participation within the ERGs. 3.95

My manager does what it takes to help our ERG. 3.62

No significant changes from last survey and between leaders and non leaders


ERG Leader/Non-LeaderScale Benchmarks

Leadership Non-LeadershipERG Impact--Me 3.73 3.11ERG Impact--Company 3.53 3.16ERG Impact--External Stakeholders 3.48 3.09ERG Impact--Talent Management 3.37 2.82ERG Impact--Culture 3.96 3.55ERG Impact--Corporate Vitality 3.41 3.00

Leadership Confidence 3.97 3.96ERG Leadership Confidence 4.02 3.92ERG Meeting Goals 3.78 3.69Outside Support 4.11 4.05Manager Interaction 3.99 3.79

Big difference between leaders and non leaders

Close scores


Gap Opportunity

• Non-leaders see lower impact AND they have lower scores on meeting goals.

• Why? Is this a perception issue or reality?

Mind the Gap


Development Phase

• Based on interviews • Categorized subset of firms into 3 categories

– Affinity group phase – Transitioning phase– BRG fully functioning phase

• Analyzed impact data by phase • On next page are statistically significant findings


Transition Impact?


What can YOU do?

• The data suggest three things:– Help your ERG meet its goals – Transition beyond affinity group stage – When you have success, share it – make sure your

members know about meeting goals and impact• Involve more ERG members • Broadcast and celebrate


Help with Research

• Add impact scores from non-ERG members • ROI to link to impact scores • Longitudinal studies • Case studies; we need to

learn from you• Feedback on impact model


Questions?

Join us at the 2017 ERG Leadership SummitGet involved in the research work

2016 ERG Summit Research Findings and …€¢ ERGs help solve problems – Starting in 1960s –...

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