2016 ERG Summit Research Findings and Impact Model. October 6, 2016 Dr. Theresa M. Welbourne

Transcription

1 2016 ERG Summit Research Findings and Impact Model October 6, 2016 Dr. Theresa M. Welbourne

2 Or How your ERG can drive positive impact

3 The Answer

4 Why Focus on ERGs? ERGs help solve problems Starting in 1960s Xerox Corporation and Rochester, New York ERGs bring value to members ERGs driving business results ERGs are growing and evolving

5 Background The ERG Leaders Summit Project Learn from each other Data-driven learning Amazing cohort 2017 ERG Leaders Summit April Bill and Melinda Gates Foundation, Seattle, Washington

6 2016 Participants

7 Prior Work on ERGs *Reviewed ERG work conducted to date (earliest in 1994) 33 total academic papers (some dissertations, books) 29 empirical (have data) 7 case studies 9 interviews 8 surveys 1 archival data set 4 mixed methods (e.g. interview and surveys) *Paper with Skylar Rolf and Steve Schlachter Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without 17 focus on ONE ERG 9 papers on LGBT 5 on women ERGs 1 African American / Black 1 Aboriginal

8 Positive Impacts Career development; networking Reducing turnover Giving voice to employees Help achieve diversity goals Help create policy change Increase awareness Only about 1/3 of these 33 studies talk about impact. This is NOT enough.

9 Research Study Looking for Answers

10 Help members be at their best Model for Zone Management, Energy and Direction ERG delivers to members Confidence Performance Meeting goals Organizational support Managers Leaders ERG impact model Talent management Culture Corporate vitality Metrics Used Focus on Goals for ERGs

11 Impact Story We reached out to a lot of people: ERG leader ERG members Diversity and Inclusion executives Sponsors of ERGs Asked about goals

12 Impact Model ERG Impact Model Individual Company External Stakeholders Talent Management Impact three stakeholders (individual, company, external) by three areas of work (talent management, culture and vitality) My professional development Recruiting and selection Networking outside the company Culture Great place to work for me Inclusive environment How community views company culture Company Vitality Being more innovative Creating a high performance business environment Improving customer relations

13 Overall Respondents 2009 overall respondents THANK YOU!!! 692 ERG Leaders 1296 ERG members and Non-Leaders 50 companies identified by respondents 16 companies received reports (30 respondents or more) 43 ERGs qualified for reports (30 respondents or more) Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without

14 High to Low, Page 1 Responses on 1 to 5 scale; 1 is low, and 5 is high. Environment positive

15 High to Low, Page 1 Responses on 1 to 5 scale; 1 is low, and 5 is high. TOP LEADERSHIP MY MANAGER ERG LEADERS MANAGEMENT SENIOR LEADERS EMPLOYEES Environment positive

16 High to Low, Page 2 Opportunity lies in improving impact of ERGs

17 High to Low, Page 2 IMPACT Opportunity lies in improving impact of ERGs

18 Impact Model Results Means and change scores from prior Summit survey Individual Company External Stakeholders My professional development Recruiting and selection Networking outside the company Talent Management 3.16 (+.18) 2.73 (+.23) 3.07 (+.23) Creating a great place to work Creating an inclusive culture Outsiders views of culture Culture 3.67 (+.18) 3.81 (+.15) 3.51 (+.27) Helping me be more innovative Creating high performance business Customer relations Company Vitality 3.07 (+.19) 3.23 (+.19) 3.01 (+.28)

19 Impacting Map Individual (me) Company External stakeholders Talent management Culture Company vitality ERG Leadership ERG Meeting Goals Leadership Confidence x Manager Involvement.08 x x.06 x x Outside Support x ERG tenure of participant.07 x x What predicts those impact scores? What impacts impact?

20 ERG Meeting Goals Meeting Goals and Objectives (0-100 scale) All Participants All ERG Leaders Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without All ERG Non-Leaders (+3.39) (+.02) (+5.39) ERG meeting the needs of members (1-5 scale) 3.69 (+.10) 3.74 (-.04) 3.66 (+.17) ERG meeting my expectations (1-5 scale) 3.68 (+.11) 3.77 (-.07) 3.63 (+.20) ERG doing all they can to achieve goals (1-5 scale) 1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree (change score in parentheses) Down from last year 3.75 (+.08) 3.82 (-.08) 3.71 (+.16)

21 1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree (change score in parentheses) Leadership Confidence Context for ERGs to be Successful Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without All Participants Leadership Confidence Index 3.92 My own personal leadership and management skills 4.09 Our organization s senior leadership team overall 3.97 That our organization has the right people and skills to be successful 3.91 Our organization s ability to execute on its vision 3.90 Our organization s ability to change proactively to meet its challenges 3.72 No significant changes from last survey and between leaders and non leaders

22 ERG Confidence 1 to 5 scale where 1= Strongly Disagree and 5 = Strongly Agree (change score in parentheses) All Participants All ERG Leaders All ERG Non-Leaders ERG Leadership Confidence Index 3.94 (+.15) 4.01 (+.08) 3.89 (+.17) The leadership skills of the people running our employee resource group(s) 4.01 (+.10) 4.13 (+.03) 3.94 (+.13) The ability of people within our employee resource group(s) to help our organization be successful 3.96 (+.13) 4.09 (+.07) 3.89 (+.16) The willingness of people within our employee resource group(s) to devote the time to help our ERG s to be successful 3.80 (+.20) 3.80 (+.12) 3.81 (+.26) That my manager will support our employee resource group(s) initiatives 3.93 (+.13) 3.98 (+.09) 3.91 (+.16) That my manager supports me personally in my employee resource group work 3.98 (+.15) 4.06 (+.11) 3.93 (+.17) Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without

23 Support Top leadership in my company support the ERGs My direct manager supports my work within the ERG In general, management in my area of business supports the work in the ERGS In general, employees here support ERGs My peers support my participation within the ERGs My manager does what it takes to help our ERG No significant changes from last survey and between leaders and non leaders Copyright 2016, Dr. Theresa M. Welbourne. Do not copy or use without

24 ERG Leader/Non-Leader Scale Benchmarks Leadership Non-Leadership ERG Impact--Me ERG Impact--Company ERG Impact--External Stakeholders ERG Impact--Talent Management ERG Impact--Culture ERG Impact--Corporate Vitality Big difference between leaders and non leaders Leadership Confidence ERG Leadership Confidence ERG Meeting Goals Outside Support Manager Interaction Close scores

25 Gap Opportunity Non-leaders see lower impact AND they have lower scores on meeting goals. Why? Is this a perception issue or reality? Mind the Gap

26 Development Phase Based on interviews Categorized subset of firms into 3 categories Affinity group phase Transitioning phase BRG fully functioning phase Analyzed impact data by phase On next page are statistically significant findings

27 Transition Impact?

28 What can YOU do? The data suggest three things: Help your ERG meet its goals Transition beyond affinity group stage When you have success, share it make sure your members know about meeting goals and impact Involve more ERG members Broadcast and celebrate

29 Help with Research Add impact scores from non-erg members ROI to link to impact scores Longitudinal studies Case studies; we need to learn from you Feedback on impact model

30 Join us at the 2017 ERG Leadership Summit Get involved in the research work Questions?