ERGs: Building Belonging with Employee Resource Groups

When people think about workplace culture, they often picture team lunches, social events or the occasional away day. While these moments have their place, organisations looking to create truly inclusive workplaces are increasingly turning to Employee Resource Groups (ERGs).

Far more than social groups, ERGs create spaces where employees can connect through shared identities, experiences or interests while also giving leadership clearer visibility into the realities of working life across the organisation.

As a consultancy, we actively engage with ERGs as part of our work with clients to ensure a wider range of employee experiences are reflected in our reporting and recommendations. This helps surface perspectives and challenges that may not be visible to leadership but have a direct impact on day-to-day working life.

What are ERGs?

Employee Resource Groups are voluntary, employee-led communities that bring together individuals with a shared characteristic, experience or interest. They may focus on ethnicity, disability, LGBTQ+ inclusion, neurodiversity, working parents or other areas that support inclusion and belonging.

They also serve a broader purpose. By connecting employees and leadership through a collective voice, ERGs help surface challenges early and provide a more direct route to meaningful, organisation-wide change.

From employee networks to business impact

Research consistently shows that when employees feel a strong sense of belonging, they are more engaged, more productive and less likely to leave. Some studies suggest that a strong culture of belonging can reduce turnover risk by up to 50% while also improving individual performance.

ERGs play a key role in creating this environment. They strengthen connections across teams, build trust and create the conditions for people to contribute at their best.

ERGs are not just culture initiatives. They are business enablers.

ERGs in action

Many organisations are using ERGs to drive measurable change.

At Microsoft, the company’s LGBTQ+ employee network, GLEAM, has influenced workplace policy for more than three decades. The group helped secure same-sex partner benefits as early as 1993 and has continued to shape inclusion efforts across the business.

This highlights an important point. Successful ERGs do not just create space for discussion, they drive tangible outcomes that improve employee experience and strengthen the organisation as a whole.

Making ERGs successful

Launching an ERG is only the first step. To create lasting impact, organisations should focus on three key areas:

• Executive sponsorship.

  Senior leaders should actively champion ERGs, ensuring they have the visibility, backing and resources to succeed.

• Clear objectives.

  Strong ERGs align their activity with business priorities, from talent development to wellbeing and inclusion.

• Measurement and accountability.

  Tracking participation, engagement and retention helps demonstrate value and identify where to improve.

The future of belonging

As organisations navigate changing employee expectations, creating workplaces where people feel they belong has never been more important.

ERGs offer a practical and proven way to strengthen culture, amplify employee voice and support organisational performance. By fostering connection and understanding, they help turn workplaces into communities.

Employees in an ERG score about 40% higher on their sence of belonging than their non-member counterparts. When people feel they belong, everyone benefits.