"The social object that unites people isn't a company or a product; the social object that most unites people is a shared value or purpose." 

- Nilofer Merchant, 11 Rules for Creating Value in the Social Era.

As workplace diversity and inclusion efforts grow, Employee Resource Groups (ERGs) are becoming more widespread. According to the 2025 Disability: IN report, 87% of employers in 2024 and 90% in 2025 reported having a disability-focused ERG in place.

This growth has held steady despite shifts in international policy. The data suggests that employers are no longer treating ERGs as short-term initiatives, they’re embedding them into long-term workplace infrastructure.

Source: 2025 Disability Equality Index – Key Findings

In this article we outline how ERGs can support real inclusion and what you, as an employer or inclusion lead, can do to make sure they’re not just a tick-box exercise.

What Are Employee Resource Groups?

ERGs are voluntary, employee-led groups built around shared identities, experiences, or interests. Examples include:

• Disability Inclusion Groups
• Women in Tech Networks
• LGBTQ+ Employee Networks
• Multicultural or Ethnic Affinity Groups
• Mental Health Peer Networks

They’re typically supported by the employer but led by employees.

Why ERGs Matter for Inclusion

ERGs provide:

• Peer support – ERGs create space for disabled employees to connect, share experiences, and talk openly about barriers at work. This peer connection helps reduce isolation and creates a sense of community, especially important in large or hybrid organisations
• Leadership development – ERG leaders often gain visibility within the company and access to senior management. Running an ERG can build skills like project management, public speaking, and strategic thinking, helping members grow into leadership roles, which improves representation at decision-making levels.
• Cultural insight – ERGs can highlight workplace policies, systems, or behaviours that unintentionally exclude disabled employees. For example, they might flag inaccessible tech tools or ineffective accommodation processes. This feedback helps the organisation spot gaps and improve inclusion.
• Feedback loops – Disability-focused ERGs offer employers a direct line to lived experience. Instead of guessing what supports are needed, organisations can co-design with those directly affected and make informed, relevant changes. It turns inclusion from reactive to proactive.
• Better retention – People stay where they feel respected and understood. ERGs show that a company values different experiences and is willing to act on what matters to its people. That sense of belonging is linked to better morale, trust, and employee retention.

A McKinsey study (2020) found that companies with strong inclusion frameworks, including ERGs, are more likely to outperform peers in innovation and employee satisfaction.

How to Support ERGs Effectively

Support doesn’t mean control. It means giving ERGs what they need to be useful:

1. Fund Them

ERGs need budget for:

• Accessibility (sign language interpreters, captions, etc.)
• Communications and internal promotion, internal and external events
• Training for ERG leads and attendance at relevant conferences

A clear budget line also signals you take their work seriously.

2. Give Them Access

ERGs should have:

• Direct channels to HR or leadership
• A seat on inclusion committees or working groups
• Time during working hours to run meetings or events

Without leadership access, ERGs can’t influence change.

3. Set Clear Purpose, but Let Them Lead

ERGs should define their own goals, with employer input on scope. Avoid setting their agenda for them. Instead, ask:

• What’s getting in the way of inclusion right now?
• How can leadership help remove those barriers?
• What insight can this group offer to help guide company policy?

Use The Valuable 500 framework to shape strategy and support for disability ERGs.

Pitfalls to Avoid

• Tokenism: Don’t parade ERGs in external PR if you’re not backing them internally.
• Over-reliance: ERGs shouldn’t carry the burden of fixing inclusion. That’s a leadership responsibility.
• Exclusion within inclusion: Ensure that your ERGs are inclusive of all disabilities, including those that are less visible or fluctuate, such as chronic pain, mental health conditions, and neurodivergence. Use plain language and provide multiple modes of engagement (e.g., chat, voice, asynchronous options) to accommodate diverse needs. Co-create inclusive formats in collaboration with members to ensure accessibility and relevance. It is also essential to work collaboratively across ERGs, as many individuals navigate the intersection of multiple identities.

Starting an Employee Resource Group

Setting up an ERG requires both top-down and bottom-up support. It only works when:

• Employees who the group is meant for are genuinely interested
• Colleagues are willing to act as allies
• Senior leaders endorse, fund, and actively support its work

Once you’ve secured buy-in across these levels, here are the key steps to take:

Gather Data: Start by identifying the needs and experiences of the group. Use this to create baseline metrics that help you spot gaps and track progress over time. Data can come from surveys, listening sessions, or informal discussions.

Set Guiding Principles: Work with employees to define the group’s mission, goals, who can join, and what members can expect. Clear principles help set expectations and avoid confusion. Make sure they align with both employee needs and business priorities

Involve Senior Leadership: A good practice is making sure each ERG has an executive lead, a senior leader who acts as a link between the ERG and top management. Their role isn’t symbolic; they should be active participants and advocates.

Offer growth opportunities: While an ERG is a safe space for underrepresented groups, it should also be a place where those members can pursue professional development. Leadership training or education on everything from emotional intelligence to time management could be great ERG offerings.

Once these foundations are in place, invite employees to join, as members or allies, and give them the space to shape the group’s direction.

Final Thought

ERGs are only as effective as the structure and support behind them. They won’t fix inclusion gaps alone, but they can help you spot and solve them faster.

If you’re an employer in Ireland, Employers for Change provides support and trainings to employers on disability inclusion in the workplace; these skills you can use to set up and sustain effective ERGs for disability inclusion.