Browse by Type

Report #609 | | Members | Sign In

The Belonging Case vs. the Business Case for Employee Resource Groups

This brief expands on Filene's previous study on leveraging ERGs to advance business and DEI efforts. Bringing together the perspectives of leaders and employees in a new framework, it offers strategies to strengthen the business of belonging.

Executive Summary

Many credit unions operate employee resource groups (ERGs), also called business resource groups (BRGs), with the goals of leveraging diverse insights to drive business goals and supporting team members. We expand on Filene’s previous report on ERGs, Understanding the Implementation and Impact of Employee Resource Groups, and consider the employee perspective. By combining insights from both credit union leaders and employees, we offer practical strategies for enhancing the value and effectiveness of your ERGs through the business of belonging.

Credit Union Implications

Employee Resource Groups (ERGs) are vital to fostering an inclusive workplace, but their impact hinges on aligning their purposes with the broader strategic goals of the credit union. When ERGs are well-aligned, they not only provide support, community, and professional development opportunities for their members, but they also contribute directly to organizational effectiveness and performance. Alignment ensures that the activities and initiatives of ERGs advance both group-specific interests and overarching business objectives.

Filene’s Center for Diversity, Equity, and Inclusion is generously funded by:

Related Content