How do you leverage the
OPPORTUNITIES FOR AND WITH ERGs
PEOPLE: Dedicated, Engaged & Fast-Focused
19
Boost in Retention
40
More Market Share
58
Boost in Ability to Correctly Price Stocks and Focus on Facts
PRODUCTIVITY: Cognitive Diversity & Market Advantage Innovation
70
Increased Success in New Markets
40
More Market Share
42
Additional Patent Citations for MixedGender Teams Than Single-Gender Teams
15
Sales for Most-Diverse vs. Least-Diverse Companies
9
More Sales for every 1% Increase in Corporate Ethnic Populations
PROFITS: Driven to Bottom-Line Return
36
Financial Returns (Above the Industry Mean with Ethnically Diverse Companies)
25
Financial Returns (Above the Industry Mean with TopQuartile Gender Diverse Companies)
48
Outperformance (of Large Companies with at Least One Female Board Member as Compared with their Industry Peers)
CAREER BENEFITS FOR ERG LEADERS
IN HIGH PERFORMANCE ORGANIZATION
ERG Leadership Development
Many ERG/BRG leaders do not receive the training required to make their groups fully effective. High-performance organizations are:
3
more likely to factor leadership development into ERG/BRG budgets
2
more likely to describe their ERGs/BRGs as experiential career advancement and leadership development platforms
1
more likely to provide training designed to help leaders align ERG goals with the organization’s strategic goals
Career Benefits for ERG Leaders
ERG leaders report benefits that i4cp research has shown to accelerate leadership development. In high-performance organizations, they are:
3
more likely to cite the ability to strategically impact business result
2
cite exposure to senior leaders and increased opportunity to build external reputation
1
cite inclusion on interesting or challenging projects
The top four benefits reported by ERG/BRG leaders in high-performance organizations:
Top 1
82
exposure to and recognition by senior leaders
Top 2
58
opportunity to champion others
Top 3
54
exposure in other organizational departments/silos
Top 4
52
increased opportunity to build external reputation
Expectations for Executive Sponsors
A sponsor’s primary expectation is to champion the ERG/BRG.
86
executive sponsors to be a champion for the group and its mission
63
executive sponsors to coach or mentor ERG/BRG leaders
5
executive sponsors to observe and source ERG/BRG members for leadership potential
2
the executive sponsor role itself to function as a leadership development opportunity
Expectations for Executive Sponsors
Organizations who succeed with their ERG/BRG strategy treat them as they would any other strategic initiative. High-performance organizations are:
4
describe their ERGs/BRGs as critical voices in fostering a more inclusive workplace
3
assess or review ERG/BRG effectiveness at leadership development (Few do this, but those that do measure promotions and movement)
2
report that ERG/BRG leadership experience has a positive impact on selection/succession decisions
2
describe their ERG/BRG as respected by the organization’s leaders
2
describe their ERG/BRG as effective to a high or very high extent
