Ever wondered how to use groups and communities to transform workplaces into vibrant, interconnected hubs of diversity and inclusion? In the dynamic landscape of contemporary workplaces, the role of distributed communities–such as Employee Resource Groups, Regions, and interest groups–have evolved into a strategic imperative for fostering connectivity and boosting cross-collaboration.
Post-pandemic, the concept of returning to the office has often faced backlash, with the traditional office environment losing its allure and individuals expressing a lack of motivation to show up physically. Because most companies face poor attendance rates, showing up to an empty and uninterrupted office has become a real pain for hybrid and remote-first employees. As attendance rates continue to decline, companies are increasingly concerned with reduced productivity, heightened isolation, and increased turnover rates.
Managers and executives seek to increase office attendance without enforcing mandates as they navigate the post-pandemic landscape. Social interactions are pivotal in enhancing attendance, so events and initiatives that connect distributed communities are essential for promoting employee engagement and a positive workplace experience. These communities address the challenges of isolation and disengagement and contribute significantly to an increase in employee feelings of belonging.
According to a recent study led by HBR, 84% of employees would be motivated to go into the office if they could socialize with coworkers.
As more teams adopt a distributed and hybrid work model every day, building interest-based or regional communities is necessary to create a more connected and collaborative workforce.
Formally recognized in 1970, the first employee resource group was created by Xerox's CEO, Joseph Wilson, to support the National Black Employees Caucus by providing a structured platform for black employees.
In today's ever-changing work landscape, regional and Employee Resource Groups have become essential communities, finding a home in 90% of Fortune 500 companies, with approximately 35% augmenting their support since the pandemic, as reported by a 2021 McKinsey & Co. study. The recent focus on ERGs, especially since the pandemic, highlights their crucial role in well-planned Diversity, Equity, and Inclusion (DEI) strategies. These groups serve as spaces for people with interest-based connections, significantly impacting corporate diversity efforts.
Alongside these often come regional groups, also proven to be an efficient way to increase connectivity based on where employees work. Many companies work across countries and time zones and are at least partially remote, so encouraging regional communities is a powerful way to boost employee belonging. Establishing regional hubs makes it easy for companies to coordinate local events that unite people. Connecting people within a region is a great way to break down silos and boost cross-collaboration.
A recent study from Workplace.com highlighted that only 2 in 10 people say they have a best friend at work.
Distributed communities, described as voluntary grassroots groups, are vital to company structures, bringing together people with interest-based connections while encouraging cross-collaboration.
But most importantly, these groups can have major benefits for both collaborators and organizations - at different levels:
ERGs emerge as central catalysts in cultivating a feeling of belonging within the workplace through diverse channels.
Initiating regional hubs and employee groups requires essential steps, including collecting initial data, establishing guiding principles, securing executive sponsorship, and providing growth prospects. Additionally, incorporating groups into regional contexts guarantees inclusivity, linking employees in various locations and cultivating a more inclusive workplace culture. Upon establishment, extending invitations to all employees promotes inclusiveness, contributing to a lively and interconnected workplace culture.
For a smooth and effective implantation of employee and regional groups, here are the key steps you should follow:
Establish goals for them and regional hubs to enhance diversity, support employees, and foster personal and professional growth, promoting a sense of belonging and engagement. Define desired outcomes for these distributed communities in your organization.
Survey employees remain the best way to gauge their interests and need to ensure your groups are relevant and valuable to your workforce - which also increases the chances of success.
Clearly outline the goals and operations of each group by establishing their mission, objectives, membership criteria, and meeting structures. Draft descriptions for each group and ensure members can easily access this information.
Choose passionate and capable leaders for each ERG or region. Foster regular collaboration among leaders, enabling them to learn from one another and ensuring they have the necessary support to achieve the established objectives from Step 1.
If feasible, provide a budget for leadership, diversity, and inclusion training and the tools to consolidate information for easy access. If on a tight budget, seek cost-effective ways to foster community and support among employees.
If you're considering selecting a new technology, consider solutions with social features such as group pages, event management, or surveys to promote communities better and boost engagement.
Encourage consistent communication among group members, between groups and company leadership. It is a very effective way to drive engagement around groups within the organization.
Continuously gauge group performance against objectives. Gather feedback from members and employees to assess impact and identify areas for improvement.
Regularly update senior management and the organization on ERG and regional hub activities. This maintains support and visibility, showcasing the positive impact of investing in personal connections on engagement and morale.
Successfully managing them and regional initiatives involves overcoming challenges like sustaining engagement, organizing events, and supporting active members and leaders. Establish clear objectives and susceptible subjects, and consistently measure and adapt initiatives to align with company growth. Recognizing and addressing the potential counterproductive effects of ineffective ERGs and regional hubs on the sense of inclusion among distributed teams and hybrid workers is crucial.
To overcome any challenges you may face when implementing communities, you must prioritize strategies such as leadership buy-in to ensure sustained support and commitment from organizational leadership. Clear communication maintains transparent communication to keep members informed and engaged. Feedback loops establish effective feedback mechanisms for constant improvement. Regular events schedule consistent events to foster continuous connectivity.
These strategies and a commitment to overcoming challenges form the foundation for building resilient, inclusive, and impactful ERGs and regional connectivity initiatives.
Several companies have emerged as references when it comes to employee resource groups, using them as one of their primary tools to promote diversity inclusion - and strengthen company culture:
These companies have showcased that hubs and communities are powerful tools, propelling workplace experience toward a future of connectivity. As organizations embrace the transformative journey of integrating them and regional connectivity, these strategies serve as a roadmap for enhanced employee engagement and organizational success.
Distributed communities play a crucial role as facilitators of employee connections, establishing supportive communities that enhance engagement and nurture a feeling of belonging among the workforce. For those contemplating initiating or improving them, delve into the recommended best practices to guarantee a smooth and successful journey. As employee groups evolve, their integration into organizational culture remains essential for fostering inclusive and connected workplaces.
At Café, we know that the future of work is social.
We designed the ultimate workplace engagement hub where employees own their workplace experience with flexibility, transparency, and genuine connections at the forefront of every social interaction.
We help hybrid and remote-first companies increase belonging and build supportive, inclusive, and thriving cultures.
Boost office connectivity with social moments and create strong connections across teams, all from your social hub in Café.
