USING ERG’S TO TURN THE CONVERSATION FROM BIAS TO BELONGING
MATTHEW R. HANZLIKDirector, Diversity & Inclusion
Nielsen
STACEY A. GORDONDiversity, Inclusion & Career
Strategist, Rework Work
MATTHEW R. HANZLIK o Director, Diversity & Inclusiono Nielsen:
• Forbes #2 Best Employers for Diversity• #19 DiversityInc
o Career: Analytics Consultant, Change Leader, Human Resources Expertise
o Business Equality Network Top 40 LGBTQ Leaders Under 40
o Ask Me About: Latest Cooking Gadgets, spinning, Minneapolis
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o Founder / CEO, Rework Worko Forbes Contributoro FastCompany Contributoro Pepperdine University Top 40 Over 40 Leadero LinkedIn Learning Author – views over 1 million
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• Writing a Resume• Unconscious Bias• Making a Career Change• Diversity Recruiting
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Key definitions of the forms of Employee Resource Groups (ERG’s).
Ways in which ERG’s help foster a culture of belonging.
How your ERG can demonstrate best practices for engagement and retention.
SESSION OVERVIEW
UNDERSTANDING
AWARENESS
ACTION
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• Your name• Your title/role• Your company if applicable• If your company has an ERG• If you participate in an ERG
INTRODUCTIONS
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Diversity is an appreciation, respect and value of the differences that represent a broad range of backgrounds across race, sex, age, sexual orientation, physical abilities and experiences. Diversity allows us to move beyond the traditional tolerance of differences to understanding, appreciating and valuing those differences.
DIVERSITY
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All people, across all functions, at all levels of an organization
DIVERSITY SIMPLIFIED
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Promoting an environment where all people are welcomed and treated with respect, feel included and integrated, are given equal access to opportunities and feel safe to contribute their ideas and concerns
INCLUSION
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Actively treating all people, across all functions, at all levels of an organization as if they belong
INCLUSION SIMPLIFIED
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Feeling like an “insider” instead of an “outsider” at an activity, event, workplace or school.• See people who look like you• See representation of you in
books, movies, commercials• Have role models who have
reached high levels of power (president, CEO, governor, Principal, etc.)
BELONGING
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Attitudes or stereotypes that affect our views, our actions and our decision-making ability.
UNCONSCIOUS BIAS
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We interact with others and see the world through a variety of lenses.
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“A way to use a common aspect of a shared experience to pursue a legitimate
business goal.”- Larry Turner, Partner
Morgan Lewis
WHAT’S IS IT?
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“A way to form connection points and support groups for employees who have
traits or characteristics in common.”- Kimberly Strickland
Market Inclusion Leader, PWC
The Chamber of Commerce for Greater Philadelphia.
In a study by New York’s Financial Women’s Association
77% of women respondents said they would join an ERG if their company offered one. 6
QUICK FACTS
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Approximately 90% of Fortune 500 companies have ERGs.
Taking Employee Resource Groups to the Next Level, a curated research report by Bentley University
An average of 8.5% of employees in US. Based companies belong to ERGs.
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AWARENESS
IMPACT OF ERGs AT
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● ERG leaders had a 60% lower voluntary attrition rate than Nielsen general population
● ERG leaders had nearly 3x more career moves in 2017 than Nielsen general population
● ERG members saw higher engagement scores in several key dimensions on the Gallup Q12
● 95% of ERG leaders see positive impact for their Employee Experience● ERG leaders cite opportunity to increase impact for their careers
STRONG ENGAGEMENT AT
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95% agree/strongly agree ERG Leadership is valuable to their overall Nielsen Employee Experience
60% agree/strongly agree ERG Leadership has an impact on their career at Nielsen
ERG Leader Survey, 2018; reflects US and Global ERG Leaders
ERG LEADERS AT CITE BENEFITS
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● Inspires leaders to take action for their career
● Enables leaders to see the bigger picture
● Appreciation for leadership/culture at Nielsen
● Offers opportunity to lead projects
Suggestions to Elevate Impact
● Stronger connection to goals, annual summary, performance discussions
● Strengthen interaction with executive sponsors
● Additional sponsors (sponsors in each country; sponsors on boards, etc.)
● Stronger middle manager awareness/support
Summary of key themes from verbatim responses:
ACTION
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EMBEDDING ERGs INTO CULTURE
Onboarding of employees
Recruitment of employees
Retention of Employees Skill building
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Source: ERGs Come of Age: The Evolution of Employee Resource Groups, A Study by Mercer’s Global Equality, Diversity & Inclusion Practice, January 2011, Page 10.
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INTERSECTIONALITY OF ERGs
Don’t assume you can’t join an ERG because you aren’t a member of the described community or demographic.
Be an ally.
Get involved. Start by attending an event.
Create a council consisting of an ERG leader or two from each ERG
Cross pollinate events
Create joint events that speak to intersectional experience
Members can fit the demographic of several ERGs
Leverage intersectionality of members to create programs that demonstrate belonging
Work with executive sponsors to delegate business strategies
CAN YOU SAY THIS?
WE WELCOME
ALL RACES AND ETHNICITIESALL RELIGIONSALL COUNTRIES OF ORIGINALL GENDER IDENTITIESALL SEXUAL ORIENTATIONSALL ABILILTIES AND DISABILITIESALL SPOKEN LANGUAGESALL AGESEVERYONE.
WE STAND HERE WITH YOUYOU ARE SAFE HERE
QUESTIONS?
THANK YOU
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