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TrailBlazers: How Top Business Leaders are Accelerating Results through Inclusion and Diversity by Lenora Billings-Harris, Redia Anderson

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Chapter 14. Employee Resource Groups or Networks

Change is a slow progression and not one that can be expected to occur overnight. Research studies generally cite that it takes 10 years to fully implement change strategies. When it comes to diversity and inclusion, this is no less the case. Change can take years and even decades to promote and take hold throughout the culture of an organization. Business leaders have found that there are a number of processes that solidify the necessary steps for change, whether they are intended for financial gain, cultural competency, or any other business reason. Establishing goals, setting priorities, and being able to accurately and effectively monitor the success, or lack thereof, of any aspect of change is certainly an important variable over the long term. These same business leaders, from diversity leaders to CEOs, have also realized that the existence of employee resource groups (ERGs) serves a number of purposes within the organization. ERGs may also be labeled business resource groups (BRGs) or networks. Throughout this chapter we will interchangeably use the words employee resource groups (ERGs) and networks. While the name can change from one company to the next, the concept of these groups is the same: to promote the sharing of ideas and experiences with the goal of improving the organization's talent pipeline, brand eminence, and workplace culture climate.

These networks of employees also serve a multitude of purposes for the employees ...

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