Employee Resource Groups (ESG) as Catalysts for Flexibility, Inclusion, and Business Success in the Future of Work
- Nick Lombardino
- Jun 9
- 5 min read
Updated: Jun 10
Written by Heather Holland, SPHR, Founder & Chief HR / Inclusion Curator at The Holland Collective, LLC
The workplace is undergoing a fundamental and structural shift. The traditional 9-to-5 model is fading (yay!), replaced by flexible, hybrid, and remote work arrangements. Employees are prioritizing personal fulfillment and seeking workplaces that align with their values and lifestyles. In this evolving landscape, workplace culture must also adapt—becoming more flexible, inclusive, and attuned to the needs of a diverse workforce.
At the heart of this transformation lies an often underutilized, and at times challenging resource: Employee Resource Groups (ERGs). Interestingly, approximately 40–45% of U.S. employers have ERGs relative to 15–25% of employers globally. When empowered and aligned with business goals, ERGs can be powerful catalysts for advancing Diversity, Equity, Inclusion, and Belonging (DEIB), driving cultural transformation, and enhancing employee engagement. Let’s explore how ERGs can play a central role in shaping the future of work while delivering measurable business impact.
The Future of Work Demands Flexibility—and Employee Resource Groups Can Help Deliver It
The future of work is defined by flexibility. Modern and future employees are seeking roles that accommodate their lives outside of work—whether through remote options, fractional employment, or opportunities for career growth within one or multiple organizations. As organizations adapt to these changes, ERGs can serve as a bridge between employees' evolving needs and the company’s strategic goals.
ERGs are uniquely positioned to:
Provide insights into what employees need to thrive in flexible work environments
Advocate for policies that support work-life balance and inclusivity
Foster a sense of belonging among employees who may feel disconnected in hybrid or remote settings
For example, an ERG focused on working parents or caretakers might advocate for enhanced parental leave policies or flexible scheduling options. Similarly, an ERG for mid-career professionals could create sponsorship programs that help employees design next stage or nontraditional career development. By supporting these initiatives, organizations can enhance employee experience by offering diverse experiences within the company, aligning with employees' interests outside of work, and providing flexibility that appeals to their personal priorities.
Workplace Culture: ERGs as Adaptability Content Creators
As workplace culture evolves to meet the demands of flexibility, ERGs can act as content creators of adaptability. A healthy workplace culture is one that expands and contracts in alignment with both internal business needs and external societal shifts. ERGs can help organizations achieve this balance by fostering collaboration across diverse employee groups and creating spaces where all voices are heard.
Key ways ERGs contribute to adaptable workplace cultures include:
Driving Inclusion Across Generations: Multigenerational workforces bring diverse perspectives but also require intentional efforts to bridge generational gaps. ERGs can host intergenerational dialogues or create programs that encourage knowledge-sharing between seasoned professionals and emerging employees.
Promoting Cross-ERG Collaboration: By working together on intersectional initiatives—such as mental health awareness or environmental sustainability—ERGs can amplify their impact while reinforcing a culture of collaboration.
Enhancing Employee Engagement: ERG-led events and initiatives provide opportunities for employees to connect on shared interests or identities, boosting morale and fostering a sense of community.
When organizations empower ERGs to lead cultural initiatives, they create a ripple effect that enhances employee experience and strengthens the overall workplace culture.
Leadership in the Future of Work: Empowering ERGs as Strategic Partners
Leadership in today’s workplace requires adaptability, emotional intelligence, and the ability to navigate ambiguity. Leaders who recognize the strategic value of ERGs—and actively pour into them—will be better equipped to drive organizational success.
To empower ERGs as strategic partners:
Provide Executive Sponsorship: Assign senior leaders as sponsors who will advocate for ERG initiatives at the executive level and build ERG business capability/acumen.
Align ERG Goals with Business Objectives: Encourage ERGs to develop annual plans that tie their activities to company priorities such as talent development, retention, or corporate social responsibility (CSR).
Invest in Leadership Development: Offer training programs for ERG leaders to enhance their skills in areas such as project management, communication, and influencing without authority.
Leaders who champion ERGs not only strengthen their organizations but also position themselves as forward-thinking change agents in the future of work.
Actionable Takeaways for Organizations
To maximize the potential of ERGs in shaping the future of work:
Empower Cross-ERG Collaboration: Facilitate partnerships between different ERGs to address intersectional challenges and amplify impact.
Measure Impact: Establish metrics to assess how ERG initiatives contribute to DEIB goals, employee engagement, and business outcomes.
Integrate CSR Initiatives: Leverage ERGs to lead community outreach efforts or sustainability projects that enhance the company’s employer brand.
As workplaces evolve toward greater flexibility and inclusivity, ERGs stand out as essential partners in driving cultural transformation and business success. By empowering these groups with resources (yes, financial resources), leadership support, and clear alignment with organizational goals, companies can unlock their full potential—and create workplaces where people and their talents truly thrive.
In this era of change, don’t underestimate the power of community within organizations. When we invest in our people through initiatives like ERGs, we not only build stronger businesses but also pave the way for a brighter future of work.
About the Author, Heather Holland, SPHR:
Heather has spent her 20+ year career curating experiences to foster fair and healthy workplace cultures, where people and their talents thrive and flourish. As lead HR / Inclusion Consultant, Heather leverages her experience, leadership and expertise to contribute to building People, Talent Management, Leadership and Inclusion capability.
Prior to launching her consulting firm, Heather thrived in various senior human resources and global diversity, equity and inclusion leadership roles with Fortune 500 companies such as Mars, Inc. and TC Energy. She has worked across the globe, traversing industries including consumer goods, energy, manufacturing, education and transportation.
Heather earned a master’s degree in human resources and labor relations (MHRLR) from the University of Wisconsin-Milwaukee; a certificate in Organizational Development & Change Management from Queens University (Ontario, Canada); and Bachelors’ Degree in Speech Communications from the University of Illinois at Urbana-Champaign.
A Chicago native, facilitator and certified Senior Professional in Human Resources (SPHR), Heather can also be described as a sports fan, appreciates the joy and adventure of domestic and international travel, and a lover of architecture and the art of live music.
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