Employee Resource Group Excellence

Оглавление

Robert Rodriguez. Employee Resource Group Excellence

Table of Contents

List of Tables

List of Illustrations

Guide

Pages

Praise for Employee Resource Group Excellence

EMPLOYEE RESOURCE GROUP EXCELLENCE

Introduction: The Milli Vanilli Syndrome

Milli Vanilli

1 Beyond Food, Flag, and Fun: The Current State of Employee Resource Groups

The Very Heart of Diversity and Inclusion Efforts

Employee Resource Group Basics

Seeing Global ERGs as Simply Overseas Extensions of US Groups

ERG Trends

Alignment with Talent Management

Underutilized Business Assets

Metrics‐that‐Matter

Succession Planning

Skeptical Middle Management

Narrowing ERG Ambitions

ERG Leader Development

2 The Seven Deadly Sins: Derailers That Prevent ERG Excellence

Seven Deadly ERG Derailers

1. Big Picture Derailer

2. Pace of Change Derailer

3. Self‐Serving Derailer

4. Rule‐Breaking Derailer

5. Peers‐Managing‐Peers Derailer

6. Decision‐Making Derailer

7. Poor‐Leadership Derailer

3 Movers and Shakers: Nurturing the Success of ERG Leaders

Outline ERG Leadership Benefits

Individual Contributor as ERG Leader

Work Skills

Time

Values

Individual ERG Coaching Sessions

ERG Leadership Summits

ERG Leadership Academies

ERG Leader Competencies

Effective Decision‐Making

Balancing Leadership Priorities

4 The 4C ModelTM: A Holistic Approach Toward ERG Excellence

Key Aspects of the 4C ModelTM

Using the 4C ModelTM

5 Career Pillar: Turning ERGs into a Talent Engine

Professional Development

Career Pillar Case Study Side Bar

Talent Pipeline

6 Community Pillar: Collaboration and External Outreach

External Outreach and Focus

Collaboration Is Key

Sidebar: Consortium of Latino Employee Organizations (CLEO)

7 Culture Pillar: Building a Culture of Excellence and Belonging

Belonging

Systems

Measurement Strategy

High‐Performing Leadership Teams

Consistent Operating Rhythm

Organization Structure

8 Commerce Pillar: No Longer an Underutilized Business Asset

Organizational Alignment

Executive Sponsors

Existing Clients

Incremental Revenue

Business Effectiveness

9 ERG Analytics: Data‐Driven Insights

Normative Database Mining

ERG Leadership Roles Need to Be Highly Desired

Appoint Your ERG Leaders to Top Grade the Role

ERGs Are an Underutilized Asset

Professional Development Across the Career Continuum Is Lacking

ERGs Are Not Benchmarking Adequately

Not All Business Units Value ERGs

Career and Commerce Are Key

4C Assessment Case Study: Allstate Corporation

10 ERG Metrics‐That‐Matter: Measuring ERG Impact and Excellence

Key Measurement Principles

ERG Metrics‐That‐Matter

11 High Performers and High Potentials: ERGs and Talent Management

ERG Ownership

ERG Membership

Leadership Development Mechanisms

ERG Leader Competencies

High Performance

Business Credibility

Strategic Mindset

Ability to Develop Others

Building Effective Teams

Transitioning to an Appointment Process

Executive Sponsor Buy‐In

Communicating the Reason for Change

Alignment with Talent Management

12 Strategic Planning: Using the Google Maps Approach

First, Determine ERG Current State

Next, Establish a Desired Future State

Finalize Your Strategic Plan

13 Next‐Generation ERGs: The ERG Excellence Manifesto

The ERG Excellence Manifesto

About the Author

Index

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“No one has done more research on ERGs than Robert. He has the deep data, the rich stories, and the proven strategies that gives him unmatched insights into what it takes for ERGs to have transformative impact.”

—Andrés Tapia, Korn Ferry Global DE&I Strategist and co‐author, “The 5 Disciplines of Inclusive Leadership.”

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So far, the network covers 28 countries and 24 Olympic sports.

Addressing the issue of race and ethnicity around the globe is a greater challenge, however. How does a Latino employee group go global when Latinos in Latin America are the majority and find the whole concept of ERGs foreign? How does an African American group establish a global presence when many Africans look at Black ERGs and see them as more American than African? How do companies address race and ethnicity in places like Peru, China, and France, where people prefer to talk about things other than race (even when they indeed have racial and ethnic societal tensions)?

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