Sustaining the Work of ERGs in a Changing Landscape

I spent last week with ERG leaders from around the world - people deeply committed to creating inclusive workplaces and communities. We talked about their current realities and about how they can build a more strategic approach to their work.

For me, that’s critical. Employee Resource Groups (ERGs) have the potential to be powerful, lasting forces for change - but only if they’re sustainable over time.

One thing that struck me throughout these conversations was how much ERG leaders are carrying right now. Across the world, they are keeping the work of diversity, equity, and inclusion (DEI) alive - even in environments where it’s no longer seen as a priority or, in some cases, actively discouraged. That’s a heavy load to carry, and it’s often done on top of their day jobs, with little formal recognition or support.

Despite that, the passion, creativity, and resilience of ERG leaders continue to shine through. They are helping to shape cultures, build communities, and give voice to underrepresented groups - often against significant headwinds.

To help them not only keep going but also to build strategically for the long term, I shared five key recommendations. These are the essentials that can support ERG leaders in sustaining their impact and shaping organisational culture over time.

The five essentials for a strategic ERG

1. Purpose and Alignment Every ERG should start with a clear, compelling purpose that connects directly to the organisation’s business strategy and DEIB goals. When the “why” is strong and shared, it’s easier to prioritise, measure impact, and sustain engagement.

2. Leadership and Governance Strong ERGs have clear structures - defined roles, leadership succession, and active executive sponsorship rather than symbolic. This ensures continuity and credibility, especially as teams and priorities change.

3. Engagement and Community ERGs thrive when members feel seen, valued, and connected. Creating inclusive spaces - both online and in person — helps build belonging and amplifies voices that might otherwise go unheard.

4. Impact and Measurement Strategic ERGs measure both activity and impact. Tracking participation, influence on policy, or contributions to recruitment, retention, and culture helps demonstrate value to the wider organisation.

5. Sustainability and Support The most effective ERGs plan for longevity. That means recognising the workload of ERG leaders, building in support (time, budget, resources), and developing future leaders to keep the momentum going.

Employee Resource Groups remain among the most authentic expressions of inclusion within organisations. Supporting them strategically - and sustainably - isn’t just good for inclusion; it’s good for business, culture, and community.

I’d love to hear from others working in this space - what’s helping your ERGs stay strong and strategic right now?

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