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In my experience, ERGs have long struggled with articulating the value they provide back to their members and to the organization as a whole. Any measures of success an employee resource group touts typically involves a listing of their activities and membership size. ERGs are quick to tell you how many members they have, across how many locations, and how many events they held in the past year. While these numbers help, they do not adequately convey to others how successful the ERGs are. The lack of metrics is one reason that middle managers often do not give ERGs the credibility and respect that they deserve. What is needed by employee resource groups is a more sophisticated measurement strategy, a strategy that not only highlights the ERG's activities, but also the impact of those activities.

ERGs need to have metrics that help them tell their story and inform others why they exist. I call these “ERG metrics‐that‐matter.” Without such metrics, employee resource groups are unable to track their progress or compare themselves to benchmark standards. ERGs are not solely to blame for this lack of metrics. Organizations are often reluctant to share data and information that ERGs can use to establish such metrics. Also, not having metrics makes it impossible to have a scorecard or dashboard where an ERG can easily share their results. If an ERG does have a scorecard or dashboard, it tends to usually be a qualitative analysis of their activity as opposed to a quantitative report on their impact. The lack of a measurement strategy is how many ERGs are operating today and we will explore this further in Chapter 10.