Introduction
Employee Resource Groups (ERGs) have long served as vital spaces for employees to connect, support one another, and drive change in the workplace. From women’s networks to LGBTQIA2+ collectives, these groups have helped build visibility, foster belonging, and spark dialogue. However, the context in which ERGs operate is shifting. To meet the needs of today’s teams, ERG structures will do best to evolve beyond a singular identity lens to remain legally sound, politically aware, and organizationally relevant, especially amid intensifying scrutiny in some regions. This is particularly important in jurisdictions where equity-related efforts face increased scrutiny or legal constraints.
When thoughtfully designed, ERGs can be more than community spaces. They can influence workplace policy, inform strategy, and contribute to long-term, meaningful transformation.
This guide offers a future-focused approach to building ERGs that are intersectional, adaptable, regionally informed, and aligned with business goals. Whether you are launching new groups or reimagining existing ones, this guide is designed to help you stay inclusive, relevant, and resilient in an ever-changing environment.
As the landscape continues to shift, many ERGs may begin to function more like Business Resource Groups (BRGs), aligning more closely with organizational strategy while still centering community and inclusion. While some organizations use the term BRG to emphasize business alignment, we recognize that many still use the language of ERG, affinity group, or community network. The guidance in this resource is applicable across all of these models.
The Future of ERGs is Intersectional, Adaptable, and Equity-Informed
People are not one-dimensional. Our experiences are shaped by the intersections of race, gender, disability, age, religion, language, class, and migration status. When ERG structures focus too narrowly on a single identity, they may inadvertently overlook those navigating intersecting lived experiences.
For example:
- A trans Jewish employee may feel overlooked in a Pride group that centers only on sexuality.
- A Black woman may not feel represented in a women’s group that does not address racial equity.
- A newcomer who is neurodivergent may not fully connect with either a neurodiversity group or a cultural heritage ERG.
In global organizations, ERG practices will do best to reflect the diverse cultural norms, legal systems, and lived experiences across different regions. This may mean adapting how ERGs are organized and expressed. Community Circles may be more culturally aligned in the Asia-Pacific region. Informal discussion spaces may be suitable for distributed or remote-first teams. In some jurisdictions, informal committees may be more appropriate where formal ERGs face legal or cultural barriers.
For example, religious expression may be a key axis in parts of the Middle East. In South Asia and Latin America, systems like caste and indigeneity may shape inclusion in ways that do not align with North American diversity frameworks. Designing ERGs with these regional realities in mind ensures that inclusion efforts remain respectful, legal, and effective.
Being flexible, responsive, and willing to embrace complexity is essential. This is not about pulling back. It is about moving forward with care, clarity, and long-term sustainability.
Compliance and Context: Building ERGs Responsibly
This guide is for informational purposes only. It does not constitute legal, compliance, tax, or human resources advice. Organizations should consult qualified legal counsel and HR professionals before creating, modifying, or compensating ERGs, especially when operating in multiple jurisdictions.
ERG policies will do best to reflect the legal, cultural, and operational realities of the regions in which they operate. Examples of considerations include:
- Participation Requirements: Recent United States Supreme Court rulings have increased scrutiny of workplace affinity programs. Note: These legal constraints are specific to the United States and do not apply in the same way in Canada, where human rights legislation continues to affirm and protect equity-focused workplace initiatives. In the United States, ERG membership and participation should remain open to all employees, regardless of protected characteristics such as race, gender, religion, or sexual orientation. Instead, ERGs should be defined by shared purpose and open to any employee who supports that purpose. Legal counsel should ensure all eligibility criteria are framed around shared goals rather than identity.
- Anticipating and Managing Pushback: In today’s polarized climate, ERGs may also face political or organizational resistance. Equip ERG leaders with clear messaging that frames participation as voluntary, purpose-driven, and aligned with the organization’s mission and values. Proactively address misinformation with transparency, and ensure visible executive support. Preparing for internal or external scrutiny is a critical part of risk management in regions where DEI initiatives face opposition.
- Data Privacy: Identity-related data should be handled in compliance with regional laws such as the GDPR (EU), PIPEDA (Canada), and CCPA (California). Always obtain informed consent where required, and apply data minimization and appropriate security standards.
- Language and Terminology: Use inclusive, locally appropriate language that respects how people identify within legal and cultural norms.
- Access and Multilingual Support: Accessibility and language laws may shape how ERG content is delivered. Consider providing materials in multiple languages or formats to ensure equitable engagement.
Compliance is not a barrier to equity. It is an essential foundation for building ERGs that are inclusive, sustainable, and effective across diverse contexts.
ERGs That Work
When thoughtfully designed and aligned with organizational goals, ERGs can act as both cultural drivers and strategic assets. The following principles provide a foundation for creating or evolving ERGs that are effective, inclusive, and sustainable.
Define the Purpose, Not Just the People
Why It Matters
Without a clear purpose, ERGs risk becoming symbolic or disconnected from meaningful impact. A group’s name does not define its value. Its purpose and the change it helps create are what matter most.
What This Looks Like in Practice
- Identify shared goals or specific workplace challenges.
- Encourage broad participation across different identities and roles.
- Align the group’s purpose with organizational priorities and outcomes.
Examples
- A group focused on reducing bias in hiring practices.
- A network dedicated to advancing accessible and inclusive design.
- A community that builds leadership pathways through mentorship and development.
Key Questions
- What issue or opportunity are we addressing?
- Who are we supporting, and in what ways?
- Who can join, and how can they contribute?
Get Integrated, But Stay Independent
Why It Matters
ERGs are most effective when connected to core business functions such as hiring, onboarding, product development, and communications. However, integration should not compromise autonomy. Independence fosters trust, creativity, and psychological safety.
ERGs often surface early insights into emerging employee experiences and systemic barriers, which should inform decision-making on an ongoing basis, not only during heritage months or cultural observances.
What This Looks Like in Practice
- Establish direct channels between ERGs and leadership teams to support two-way engagement.
- Assign executive sponsors to each ERG to provide advocacy, visibility, and access to decision-making. Sponsors should receive training in inclusive leadership and have defined responsibilities tied to ERG support, not oversight.
- Involve ERGs in policy development, strategy discussions, and organizational planning.
- Allocate dedicated budgets. Where permitted by employment standards, wage laws, and tax regulations, consider stipends or paid time for ERG leadership. Ensure any form of compensation does not inadvertently classify ERG leaders as managerial staff or affect their employment status, in some jurisdictions. Consult HR and legal teams to ensure any compensation structure complies with local, provincial or state, and federal requirements.
- Provide access to tools for communication, collaboration, and feedback collection.
- Protect ERG members from retaliation and build environments that support psychological safety.
- Document ERG insights and ensure they are integrated into business planning. Create a feedback loop that shows how input was used or why certain suggestions were deferred.
- Track ERG activity and outcomes through metrics that reflect both engagement and impact, such as participation rates, influence on policy, and leadership development. Avoid tying impact solely to demographic targets; instead, focus on outcomes related to learning, inclusion, and innovation. These metrics should assess the effectiveness of ERGs as initiatives, not the performance of individual members.
Share the Work, and the Credit
Why It Matters
ERG leaders often take on additional responsibilities that are not formally recognized. Without adequate support, this invisible labour can become unsustainable and lead to burnout. Sharing responsibility and acknowledging contributions are essential for long-term success.
What This Looks Like in Practice
- Include ERG leadership roles in job descriptions and performance evaluations.
- Where permitted by law, offer paid time or formal recognition for ERG contributions.
- Provide access to coaching, mentorship, and leadership development opportunities.
- Recognize ERG involvement in promotion, advancement, and succession planning.
- Distribute responsibilities across teams, departments, and time zones to avoid overburdening a few individuals.
- In global organizations, ensure recognition reflects contributions across all regions, not just those at headquarters or within dominant cultural contexts.
- Where financial compensation is restricted or complex, consider symbolic recognition, additional leave, or professional development support.
Build Skills, Not Just Community
Why It Matters
ERGs are more than support spaces. They are valuable platforms for leadership development, particularly for individuals who have been historically excluded from traditional leadership pathways. When supported intentionally, ERGs can build long-term career growth and organizational impact.
What This Looks Like in Practice
- Provide training in facilitation, coaching, conflict resolution, and systems thinking.
- Promote cross-functional collaboration and increase visibility for ERG leaders.
- Include ERG leadership in talent reviews and succession planning processes.
- Use ERG insights to inform organizational learning, professional development programs, and long-term strategy.
TL;DR: ERGs That Work, Work Differently
ERGs are about shared purpose, not just shared identity, and they can drive lasting impact. Use these four guiding principles to evaluate or relaunch your ERG strategy, and consider the questions that follow:
- Define the Purpose, Not Just the People: What shared goal or workplace challenge is this ERG addressing? How does this purpose align with our broader organizational mission?
- Get Integrated, But Stay Independent: How is this ERG connected to decision-making and strategy? What safeguards are in place to maintain its autonomy and voice?
- Share the Work, and the Credit: How is leadership responsibility distributed across the ERG? How are we recognizing and supporting ERG leaders meaningfully
- Build Skills, Not Just Community: What opportunities are we creating for ERG members to learn and lead? How are ERG insights shaping our learning, development, and succession planning?
Equity does not begin or end with policy; it grows through intentional design. ERGs remain one of the most effective ways to build a more inclusive, resilient future of work.
Important Note
This resource is not meant to be a static guide, but rather a compilation and reflection of our learnings to date. Everything changes - from technologies and innovations to social norms, cultures, languages, and more. We’ll continue to update this resource with your feedback; email us at hello@feminuity.org with suggestions.
About The Author
This resource was written collaboratively by members of the Feminuity team.
Give Credit Where Credit's Due
If you wish to reference this work, please use the following citation: Feminuity. "Designing ERGs That Work"
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