Employee resource groups (ERGs) have often been treated as well-intentioned, side-of-the-desk efforts. They’ve been seen as spaces for employees with shared identities, connect, support one another and raise awareness about inclusion. While this foundation is important, today’s most forward-thinking organizations are reimagining ERGs not as symbolic gestures of progress but as essential levers for business development.

Re-thinking the Role of the ERG

In a climate where diversity, equity and inclusion are under greater scrutiny, ERGs offer something few other initiatives can: a direct line to the lived experiences of employees. These groups provide powerful insights into workplace dynamics, client engagement, product development and even real estate strategy. Rather than being confined to HR initiatives or cultural moments, ERGs are increasingly influencing how organizations operate and grow.

While rooted in DEI values, ERGs can and should play a much broader strategic role. They are uniquely positioned to highlight gaps in organizational policy and influence decisions that affect everything from talent strategy to the design of physical workspaces.

This is especially true in industries tied to the built environment, where employee and community perspectives shape real-world outcomes. Consider the role of ERGs in informing inclusive workplace design. An ERG focused on accessibility can provide input that ensures new buildings are not only compliant, but welcoming and usable for all. A multicultural ERG might advise on how spaces can reflect diverse customs and preferences, improving the workplace experience for everyone. These contributions go beyond building internal culture — they enhance business performance and improve the attraction and retention of exceptional employees.

In food service, ERGs can shape how culinary offerings accommodate diverse cultures, dietary needs and regional preferences. Whether advocating for plant-forward meals or ensuring that menus are inclusive of religious or allergen-specific diets, ERGs offer insights that help food programs truly reflect the communities they serve.

Internal Networks and Strategic Influence

To maximize their potential and succeed, ERGs need more than good intentions. These groups need structure, visibility and support, especially from leadership. One of the most effective ways to elevate ERGs is to set measurable goals and align their work with organizational objectives. For example, an ERG focused on advancing women in leadership might track mentorship program outcomes or influence hiring and promotion metrics. At Guckenheimer, ERGs are increasingly collaborating with culinary and wellness teams to inspire inclusive menus and programming that celebrates global flavors. These partnerships enrich the food experience for clients and guests while also creating space for storytelling, education and connection.

Equally important is executive sponsorship. When senior leaders actively support and advocate for ERGs, it sends a message that these groups matter to the business, not just to the employees who participate in them. That visibility is key to unlocking resources, gaining influence and driving change at scale.

Companies should also consider integrating ERG initiatives into cross-functional workstreams. Whether collaborating on inclusive design with facilities teams or partnering with marketing on cultural campaigns, ERGs thrive when they are connected to the core of the business.

Building Culture and Belonging

ERGs also play a major role in shaping organizational culture, fostering a sense of belonging that’s difficult to replicate through top-down programs alone. This cultural impact has real business implications. Employees who feel included are more productive, more collaborative and more likely to stay with an organization. ERGs help organizations move from performative inclusion to something much deeper — a workplace where people feel like they truly belong.

The DEI space is also evolving rapidly, and organizations are under pressure to respond to shifting expectations and political debates. ERGs offer a grounded, people-centric way to navigate this complexity.

Because they are embedded within the workforce, ERGs often spot shifts in sentiment or emerging challenges before they reach senior leadership; they can act as early warning systems and solution generators. In times of uncertainty, this adaptability makes ERGs a critical part of organizational resilience.

Industries that shape the built environment like architecture, real estate, workplace design and construction have an especially unique opportunity to benefit from ERG insights. These industries are literally constructing the environments in which people live and work. If those spaces don’t reflect the needs and experiences of a diverse population, they risk becoming obsolete or ineffective. By involving ERGs in planning and decision-making, companies can design spaces that are not only more equitable but also more efficient, more engaging and more aligned with the values of today’s workforce.

Food service environments also fall into this category. In the workplace, the dining space and food options are central parts of the daily employee experience. ERGs can help shape those experiences to be more culturally relevant, wellness-driven and inclusive, creating an environment where people feel seen and valued — and cultures thrive. 

Turning Values into Action

Supporting ERGs isn’t just the right thing to do, it’s a smart business decision. However, it requires intentionality to drive success. Companies must provide consistent resources, clear structures and meaningful opportunities for influence. When ERGs are fully empowered, they don’t just reflect a company’s values, they also help them grow. Purpose-driven leadership means listening to employees, amplifying underrepresented voices and building inclusive systems that last. ERGs provide a framework for doing all three.

Employee resource groups offer a blueprint for cultural transformation and a bridge between values and operations, spearheaded by a network of passionate people ready to lead the way. When ERGs are viewed as strategic assets, not checkboxes, the entire organization benefits. Culture becomes more inclusive, innovation better reflects the people it serves and the business is ready for whatever comes next.