Employee Resource Groups (ERGs) have become more and more of a staple of a modern corporate organisation, pushing their workplace to do more on a variety of important issues.

But as they grow in size, prevalence, and influence; they present new challenges, perhaps unforeseen.

What if their passionate pursuit of their own specific aims creates tension and conflict with other committees?

And what if those internal conflicts are undermining your organisation’s broader strategic ED&I (Equity, Diversity, and Inclusion) agenda?

This was a conversation I had with a business recently.

Increasingly polarised issues are entering the workplace like never before. Passions and strong opinions are leaving little room for middle ground. At a time when ERGs should be working together to combat the current backlash against ED&I, many are instead locked in an internal battle—a competition over who can shout the loudest, or align most effectively with whatever trend is currently worrying the C-suite.

In another meeting on this topic, a company shared their experience of a cross-ERG meeting where committee leaders were asked to align their objectives with business strategy. The response? Blank stares.

This disconnect highlights a critical challenge: in an era of challenge to ED&I, securing funding and executive buy-in is harder than ever. The need to rethink the ED&I narrative is obvious.

Doing the right thing should remain central to the movement, but the reality is that, within a business context, there must also be a clear, tangible business benefit.

These groups - and ED&I overall - should be treated as a key part of the business, after all.

So, is it time to think differently about how you engage with and support your ERGs? To invest in them differently? To ensure they have the skills not only to align their work with business outcomes, but also to de-escalate conflict and collaborate on a shared agenda for progress?

Six tips for rethinking ERGs

1. Provide leadership development for ERG leaders

Equip ERG leaders with training on collaboration, conflict resolution, and strategic thinking. Help them understand how to connect their initiatives to broader business goals, without diluting their passion or authenticity.

2. Facilitate open dialogue between ERGs

Set up regular forums where ERGs can share perspectives, discuss challenges, and align efforts. Encourage active listening and problem-solving to break down silos and build stronger partnerships.

3. Invest in facilitation support for conflict

Bring in skilled facilitators to manage tensions or discussions around polarising issues with other ERG heads in the organisation.

This helps ensure these conversations remain constructive and solution-oriented.

4. Create shared goals across ERGs

Introduce cross-ERG initiatives that align with the organisation’s strategic priorities. For example, focus on inclusion in leadership pipelines, or improving diverse hiring outcomes. Make these joint objectives a collective responsibility.

5. Embed business metrics into ERG objectives

Work with ERGs to define measurable outcomes that demonstrate their impact on the business. Whether it’s increased retention, improved employee engagement scores, or innovation outcomes, tie their work to metrics the organisation values.

6. Celebrate collaborative successes

Publicly recognise and reward moments where ERGs have worked together to achieve meaningful outcomes. Highlight these examples to inspire others and reinforce the importance of collaboration.

If the goal is a truly strategic ED&I agenda, the way we engage with ERGs has to evolve.

With the right investment and approach, these groups can become a driving force for progress, rather than a source of internal friction.

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