Yesterday’s post made a reference to employee resource groups (ERGs) at Northrop-Grumman being a key to their success providing employment opportunities to people with disabilities, both within the organization as well as through contract service organizations. Forming an ERG for people with disabilities is recommended by the Office of Disability Employment Policy in its publication “Business Strategies that Work: A Framework for Disability Inclusion.” And when DiversityInc published its Top 10 Companies for People with Disabilities list this past summer, the leading commonality listed in its writeup was that “all of them have employee-resource groups for people with disabilities.”
ERGs have historically been a tool for creating a sense of awareness and inclusiveness within companies with large and diverse workforces. But in 2012 their influence on all aspects of organizational decision-making was on the rise. Forbes blogger Glenn Llopis urged ERGs to “transition from social networks to think-tank type groups that directly impact the business” in a June post, “7 Ways to Enable Your Employee Resource Groups into a Powerful Advancement Platform,” writing:
ERGs must become smarter about defining what they are ultimately trying to accomplish for themselves and the business, and then create a metric to enforce accountability to assure their objectives are being measured and attained… They must be focused on defining a value proposition that is more strategically aligned to seeing and seizing business innovation and growth opportunities that are directly related… ERGs must become more deliberate in how to enable unique thinking into different points of view and perspectives that translate into solutions to meet corporate growth objectives and initiatives across channels, brands and business units.
The day after Christmas edition of The Wall Street Journal included an article by Joann Lublin documenting several examples of people using their involvement with ERGs to advance in their careers. “Done right, participation can deliver access to top company leaders and open doors to prominent projects,” Lublin wrote. Unfortunately, none of the examples she listed were from ERGs for people with disabilities.
But when it comes to influencing innovation using their perspective to deliver solutions beneficial to the company’s bottom line, the efforts of ERGs for People with Disabilities have paid large dividends for a number of major U.S. companies, including Ford, Hewlett Packard, and Eli Lilly. Each of their stories are shared in the ERG toolkit found on Askearn.org:
[Ford] resource groups have provided input for vehicle design and advertising campaigns, and at Hewlett Packard (HP) […] the Disability Resource Group conducted accessibility testing of products… At Ford, as well as HP, members of the ERGs participate in college fairs alongside company recruiters to connect with diverse candidates. At Ely Lilly, ERG members compiled information about their local communities to assist recruitment staff in marketing job vacancies to a broad range of potential applicants.
Use the Comments sections to share any experiences you’ve had with ERGs and the impact they had on employing people with disabilities.
Image by U.S. Department of Labor.
Employee Resource Groups (ERGs) are instrumental in providing employees with disabilities a stronger voice in the workplace. These groups create a space where individuals with similar experiences can come together, share insights, and advocate for more inclusive practices. Here’s how ERGs empower employees with disabilities:
### 1. **Creating a Sense of Community**
ERGs help employees with disabilities feel less isolated by connecting them with others who face similar challenges. This sense of community fosters understanding, support, and shared experiences, which can be invaluable in a workplace environment.
### 2. **Advocating for Inclusivity**
ERGs give employees a platform to raise awareness about disability-related issues. They can advocate for better accessibility, reasonable accommodations, and inclusive policies within the workplace. This advocacy helps employers recognize the importance of diversity and inclusion in creating a welcoming environment for all employees.
### 3. **Providing Professional Development**
ERGs often organize workshops, training, and events aimed at improving skills, confidence, and career advancement opportunities for employees with disabilities. These initiatives help enhance their visibility and presence within the organization, promoting equal opportunities for growth.
### 4. **Influencing Organizational Change**
ERGs play a crucial role in influencing organizational policies. By working with management, they can help shape diversity and inclusion strategies, ensuring that the needs of employees with disabilities are considered in decision-making processes.
### 5. **Fostering Awareness and Education**
Through regular meetings, events, and discussions, ERGs can educate the broader workforce about disability issues, helping to dispel misconceptions and promote empathy. This leads to a more inclusive culture where employees with disabilities are respected and valued.
### 6. **Building Leadership Skills**
Being part of an ERG gives employees with disabilities opportunities to take on leadership roles, whether it’s organizing events or driving initiatives. This can enhance their visibility, credibility, and influence within the organization, providing them with valuable leadership experience.
### 7. **Strengthening Corporate Reputation**
Organizations that support ERGs often gain a reputation as progressive, inclusive employers. This can help attract a more diverse talent pool, contributing to the company’s long-term success and sustainability.
By providing a platform for employees with disabilities to connect, learn, and advocate for change, ERGs play a vital role in building a more inclusive and empowering workplace.