Читать книгу Employee Resource Group Excellence - Robert Rodriguez - Страница 17

One reason for greater alignment between ERGs and talent management is that ERGs do not typically engage in succession planning. The purpose of succession planning is to make sure an ERG always has the right leaders in place should a leadership change happen quickly or unexpectedly. The lack of succession planning is one reason that some employee resource groups struggle to sustain early success.

The Covid‐19 pandemic had a tremendous impact on ERG leadership. Some existing ERG leaders left their roles because they had to concentrate solely on their day job. Some left because they were downsized or quit their jobs to focus on their family. And some left their role as an ERG leader because they simply could not run an employee resource group under the challenging Covid‐19 work environment. Those who were able to remain in their ERG leadership role often indicated that the search for the next ERG leader should begin. These individuals burned out due to all the heavy lifting they had to do to run an employee resource group effectively during the dynamic and unprecedented period that began in 2020.

All this sudden and concentrated leadership change at the top of many ERGs has exposed insufficient pipelines of new potential ERG leaders. Not enough ERG members have been groomed to assume leadership roles of an employee resource group. Additionally, companies have not adequately made ERG leadership roles highly desired, resulting in fewer employees wanting these roles. This succession planning crisis, and all its implications, will be analyzed in Chapter 5.