Employee resource groups (ERGs) are often some of the most visible, energetic parts of an organisation’s diversity and inclusion (D&I) efforts. They run events, build communities, raise awareness, and create spaces where people feel seen and supported, especially in difficult times. However, being active and aligned are very different things. Next to that activity, many organisations’ D&I teams ask: how much of this is actually driving the organisation forward?
Research from FAIRER and d&i Leaders shows that ERGs play a significant role across organisations, but that role is not consistently strategic. When asked about the core role of ERGs, respondents most commonly describe them as:
Many organisations have ERGs and a D&I strategy, but the two don’t always connect in a meaningful way. ERGs can end up operating slightly to the side: busy, committed, and well-intentioned, but not fully embedded in the organisation’s priorities.
If we want ERGs to contribute to real, measurable progress, then alignment has to be intentional. It has to be built in from the start, not retrofitted.
When people talk about aligning ERGs to D&I strategy, they often mean making sure ERG activity “fits” with strategic themes, but true alignment goes further than that. It means:
ERGs understand the organisation’s D&I priorities and can clearly articulate how their work contributes to them with measurable outcomes
The organisation understands what ERGs are seeing, hearing, and experiencing, and uses that insight to shape decisions
This alignment should be a genuine, two-way relationship which includes power sharing. Without that, you tend to see familiar patterns: duplicated efforts, unclear expectations, over-reliance on a few very passionate and well-meaning individuals, and a lot of activity that’s hard to connect to outcomes and ROI.
In practice, alignment tends to fall down for a few common reasons. Sometimes it’s a lack of clarity. ERGs aren’t sure what’s expected of them beyond “run some events” or “raise awareness.” The strategy exists, but it hasn’t been translated into something tangible.
Sometimes it’s a lack of structure – there’s no clear mechanism for ERGs to feed into decision-making, or for leadership to engage with them in a consistent way. And sometimes, if we’re honest, it’s because ERGs are seen as supplementary rather than strategic.
That mindset matters, because if ERGs aren’t positioned as part of how the organisation delivers its D&I goals, then they’ll always struggle to have the influence, or get the budget or support they need to be effective.
When alignment is done well, ERGs become much more than community groups. They can help bridge the gap between strategy and lived reality by:
Providing real-time insight into employee experience
Acting as early warning systems for emerging issues
Shaping policies and practices so they land more equitably
Supporting culture change through peer influence and storytelling
Contributing to external reputation and employer brand
But that only happens when there’s a clear line of sight between what ERGs are doing and what the organisation is trying to achieve.
One important part of alignment is involving ERGs in shaping D&I priorities. Not just a rushed two-day consultation, but a genuine involvement as part of an ongoing conversation where they can truly influence. This includes members of ERGs, not just passionate chairs or co-chairs. Too often, organisations default to consultation: asking ERGs for input once something is already drafted. It’s well-intentioned, but limited.
A more effective approach is genuine co-production, bringing ERGs into the conversation earlier, recognising lived experience as a form of expertise, and allowing that insight to influence decisions. This needs to be supported by clear structures, feedback loops, defined roles (including honesty around where influence is possible, and where it isn’t), and proper resourcing. If this doesn’t happen, it risks becoming another ask placed on the same group of people. Which is where the fairness question comes in.
There’s something in the way ERGs are often positioned that’s worth challenging. We rely on people’s passion, commitment, and their willingness to go above and beyond. If ERGs are expected to contribute to organisational outcomes, then the way they are supported needs to reflect that. That means thinking about time, recognition, and reward as part of the design. Otherwise, alignment can quickly turn into over-reliance and can turn into burnout, inconsistency, and a small number of people from minoritised groups carrying a disproportionate load.
Here are ten ways organisations can create stronger, more meaningful alignment:
Start with a clear strategy. It sounds obvious, but alignment is difficult if the D&I strategy itself isn’t well defined. Be clear on priorities, outcomes, and what success looks like in a measurable way. Work with ERGs to define ways they can be meaningfully engaged in a few areas instead of setting them up for failure by expecting them to be involved in everything without clarity. For example, can they support with a data disclosure campaign?
Define the role of ERGs. Be explicit about what ERGs are there to do. Are they community builders, strategic advisors, delivery partners? Clarity prevents confusion and overload.
Engage with wider membership, not just chairs. Ensure that the co-chairs are representing the wider view points of the communities they are working with, instead of relying on their own perspectives.
Create a line of sight. Help ERGs understand how their activity contributes to organisational goals. This makes their work more focused and impactful.
Build structured connection points. Set up regular, meaningful touchpoints between ERGs and D&I leads or senior stakeholders. Not just updates, but conversations that influence direction. Ensure these conversations are structured and connected to the pre-agreed topics and ways to influence.
Involve ERGs early. Bring ERGs into key discussions before decisions are made. This doesn’t need to be every conversation, but it should be intentional.
Resource realistically. Provide budget, tools, and time. If ERG work is expected, it needs to be accounted for in people’s roles.
Recognise contribution. Acknowledge ERG work in performance conversations, development plans, and progression. Make it visible.
Measure impact. Move beyond counting events. Look at engagement, feedback, changes in experience, and links to broader D&I metrics.
Keep reviewing and evolving. Alignment isn’t a one-off exercise. Check in regularly: what’s working, what isn’t, and what needs to shift?
For more information on building effective ERGs, watch our webinar on best practices for employee resource groups. Alternatively, our bespoke programme on developing a DEI strategy offers tailored advice and guidance on embedding ERGs effectively into your DEI strategy.