Not every company gets its ERG program right.
Will Davis has seen this happen before. He said he has witnessed companies make common mistakes when establishing an ERG program, whether that’s failing to create a dedicated budget or foregoing support from executive leaders.
Yet he also knows that there are ways to overcome these hurdles. As senior director of Ibotta’s customer support division, Ibotta Care, Davis has learned what it takes to create an ERG program that’s both empowering and sustainable.
According to him, there are several keys to building an effective ERG program, such as defining roles and responsibilities. By delegating tasks to certain members, everyone becomes a leader in their own right, making it so that employees work together to drive change rather than rely on one individual to carry the weight.
“Creating and supporting an ERG is definitely a team effort,” Davis said.
Collaboration is also essential, ensuring members both play a role in its success and feel that their needs are being met. Davis believes it’s important to keep a pulse on what employees wish to see while also realizing that these desires may change over time.
“ERGs have to be flexible and adaptable,” he said. “The number one focus area for your ERG this year might not make your top 10 list next year.”
Below, Davis shares more about what goes into an ERG program that drives employee engagement, the common mistakes companies should avoid when establishing a program and how to ensure these efforts are maintained over time.
About Ibotta
Ibotta’s performance marketing platform enables brands to deliver digital promotions to consumers. Brands can engage customers by offering cash-back rewards through the company’s app, while leveraging the Ibotta Performance Network to distribute offers on third-party retailers’ digital properties.
What are the keys required to establish a successful ERG program?
First, establish a clear mission and goals. Before creating the <we>botta ERG, we spent a couple of months defining what we wanted our group to be. We aspired to create a space for people of color to connect and grow through shared experiences. Aligning on the mission and goals allowed us to focus our efforts on offering the most relevant and impactful programming, speakers and content. I’ve been extremely fortunate to work alongside amazing leaders who are passionate about creating a positive environment for people of color here at Ibotta.
Next, define roles and responsibilities. All members have a full-time role outside of the ERG that demands most of their time and attention. Empowering other team members to have a leadership role in the ERG ensures the group continues to progress.
Then, collaborate. Meet regularly with other ERG leaders to discuss similar challenges, best practices and accomplishments that benefit each ERG. These are also good opportunities to discuss budgets, resources and partnerships. For example, May is Mental Health Awareness Month. Mental health impacts all employees, and ERGs can host a joint event during this month for multiple groups.
Find Your Community
Ibotta is home to several ERGs dedicated to uplifting team members, spreading awareness and fostering connections. In addition to <we>botta, the company’s other ERGs include Ibotta Gives, Women @ Ibotta and Ibotta Pride.
What are some common mistakes companies make when doing this, and how can ERG leaders avoid these pitfalls?
Lack of executive support. Having adequate executive support is required for these groups’ long-term success. Each of our ERGs at Ibotta has an executive-level sponsor. These sponsors help remove roadblocks, offer guidance and provide updates to our entire company during our weekly stand-up meetings. This gives each ERG an increased level of awareness throughout the organization and legitimizes the important roles these groups play.
Another mistake companies make is failing to dedicate specific budgets for ERGs. Providing content, such as workshops, guest speakers and morale events, adds up over time. Most ERGs would struggle to do any of these activities without an established budget. Setting the budget early allows ERGs to plan events and maintain momentum throughout the year.
It’s common to identify one person as the leader of the ERG, jeopardizing the whole ERG. I’ve seen instances in which the leader leaves the company, causing the ERG to slowly fall apart. Having multiple leaders ensures the group can grow sustainably, regardless of membership. ERG leads have a lot of responsibility, so sharing duties across leaders keeps everyone fresh and motivated.
“Setting the budget early allows ERGs to plan events and maintain momentum throughout the year.”
How do you maintain an ERG program and adapt it to meet the needs of employees while keeping engagement levels high?
It’s important to check in with your team a couple of times a year to make sure you’re covering topics that are important to members at that moment in time. We like to conduct our check-ins twice a year during our monthly meetings or through surveys.
Throughout the year, engagement will fluctuate greatly. In times of low participation, the ERG leads should stay the course and maintain their commitment to providing interesting content that aligns with the group’s mission and goals. Another way to keep engagement high is to lean on some of your most active group members. We’ve held initiatives, such as “bring a friend” events, to increase membership. These active group members who are enjoying the ERG experience will often be your biggest advocates and promoters. New members that come in with a personal connection to someone and have an interest in your group will likely stick around longer and willingly participate in your activities and events.
