This study examines the role of employee resource groups (ERGs) in fostering professional development and supporting historically underrepresented employees. ERGs create inclusive spaces for employees to share common identities and interests.
Building on the concept of communities of practice, this study explores ERGs as knowledge brokers, mechanisms that facilitate the exchange of new and valuable information within and across networks. Using a qualitative case study approach, the study focuses on two ERGs within a large US public sector organization. The members of both ERGs in this study primarily identify as Black and/or African American.
The findings highlight that ERGs serve as critical mechanisms for professional development, offering knowledge of unwritten organizational norms, career guidance and navigating both internal and external social challenges. By proactively channeling valuable information, ERGs contribute significantly to employee empowerment.
ERGs may play an important role in improving retention and promotion rates, leveling the playing field across employees from historically underrepresented groups and making them integral to diversity, equity and inclusion (DEI) initiatives. The findings also have implications for continued or increased investment in ERGs by employers, though future research should assess the outcomes of ERGs on employee performance and retention as well as the benefits to the employer.
This study highlights the important role ERGs play in supporting professional development and retention for historically underrepresented employees. It is valuable to organizations and HR professionals seeking to enhance diversity and create inclusive work environments. Additionally, it offers insights for researchers exploring workplace learning and employee success.
