Post on 27-Aug-2018
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
Or …
How your ERG can drive positive impact
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
The Answer
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
2016 Participants
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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.
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
Research Study
Looking for Answers
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
Impact Story
We reached out to a lot of people:
ERG leader ERG members Diversity and Inclusion executives Sponsors of ERGs
Asked about goals
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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)
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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)
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
High to Low, Page 1Environment positive
Responses on 1 to 5 scale; 1 is low, and 5 is high.
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
High to Low, Page 2
Opportunity lies in improving impact of ERGs
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
High to Low, Page 2
Opportunity lies in improving impact of ERGs
IMPACT
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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?
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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)
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
Transition Impact?
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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
Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without permission of Dr. Welbourne
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