These are voluntary, employee-led groups that bring together individuals with shared identities, interests, or experiences within an organization such as a company. While often rooted in cultural or demographic commonalities (such as race, gender, LGBTQ+ identity, veterans, or working parents), ERGs/BRGs are typically cross-functional and open to all employees, fostering inclusion and community across departments.

In addition to supporting diversity and belonging, ERGs/BRGs can serve a talent management function in organizations—helping attract, develop, and retain talent; inform inclusive product or service design; and identify high-potential employees for leadership pipelines.

While ERGs/BRGs are a widely adopted practice, they are not always defined identically across organizations. Here are examples of several sources that discuss ERGs / BRGs:

• Catalyst (2021) - Employee Resource Groups (ERGs)
  • https://www.catalyst.org/topics/employee-resource-groups-ergs/
  • Describes ERGs as voluntary, employee-led groups that foster inclusive workplace cultures and support talent development
• Harvard Business Review (2019) - Thomas, D.A., & Creary, S.J. Having a Strong ERG Isn’t Enough
  • https://hbr.org/2019/10/having-a-strong-erg-isnt-enough
  • Discusses need to integrate ERGs into corporate strategy and leadership development to drive impact
• McKinsey & Company (2020) - How employee resource groups can drive inclusion and performance
  • https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-employee-resource-groups-can-drive-inclusion-and-performance
  • Discusses how ERGs contribute to performance, belonging, and leadership pipelines
• Society for Human Resource Management (SHRM) - Employee Resource Groups: An Introduction
  • https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/employeeresourcegroups.aspx
  • Outlines role of ERGs in fostering workplace belonging, supporting HR goals, and aligning with business strategies