Numerous factors are contributing to this need for a focus on culture. These three factors stuck out to me: Energy demand is rising, AI is reshaping work, and the talent needed to meet these ambitions is in short supply. These interconnected shifts mean that retention now matters as much as recruitment. With the goal of future-proofing teams and organizations, culture is the mechanism that energy leaders can leverage to strengthen employee engagement, innovation, and collaboration.

This blog outlines reflections and insights from the conference and why Seramount stands ready to help energy organizations design resilient cultures that can successfully navigate the current and upcoming workforce challenges.

The Energy Industry’s Workforce Crisis

Across multiple conference sessions, including a panel of four CEOs, leaders emphasized that the sector is in a “workforce renaissance.” Investment in the sector is growing, and with it innovation is accelerating to meet the moment.

However, this renaissance is threatened by workforce instability. Leaders warned candidly, “We can’t afford to lose talent.”And the CEWD data shows us exactly that.

• Energy employers are expected to hire 32 million people between 2025 and 2035— 15 million replacement workers and 17 million new workers.
• Seventy-six percent of energy and utilities employers are experiencing talent and skill gaps in their current workforce due to the rapid evolution occurring within the sector in response to changing needs.
• Over 75% of organizations have difficulty recruiting for full-time positions, and nearly 50% have had difficulties retaining full-time employees in the past12 months.

Throughout the conference, we learned that energy’s challenges are being shaped by several forces:

1.     Aging Workforce

The energy sector is facing a demographic cliff. A significant portion of today’s workforce is expected to retire within the next 10 years, taking with them institutional knowledge that cannot be quickly replicated. At the same time, the population entering the workforce is smaller than the population exiting it, revealing more than ever the value of retention and knowledge transfer. Accordingly, organizations must recognize that retention, upskilling, and cross-generational knowledge capture are urgent strategic imperatives.

Leaders at the CEWD conference emphasized that workplace culture, especially one grounded in belonging, stability, and purpose, is what keeps experienced workers engaged long enough to support the next generation. By strengthening connections between veteran workers and early-career talent, organizations can protect critical knowledge and stabilize workforce transitions.

Actionable Steps to Combat the Demographic Cliff

• Build structured knowledge-transfer programs where experienced workers mentor newer employees through defined rotational experiences.
• Conduct a retention risk assessment to identify roles or teams most vulnerable to retirement-driven turnover.
• Create “encore career” pathways that allow late-career employees to shift into coaching, training, or advisory roles.

2.     Shifting Talent Pipelines and Growing Skill Gaps

Talent pipelines aren’t disappearing, but they are shifting. There are two major contributing factors: First, young workers are not rejecting energy careers; rather, they simply aren’t exposed to energy careers early enough to understand that energy offers more than just a job. Second, the existing workforce is lacking skills that have been introduced—or demanded—by new technology and evolving operational systems.

In response, organizations need to engage talent earlier and more creatively. At the CEWD conference, several leaders highlighted the importance of high school partnerships, hands-on learning, and compelling mobility stories. Effective pipelines also come from nontraditional sources such as military transition programs, second-chance hiring initiatives, and partnerships with community-based organizations. These novel approaches to inclusive talent development can unlock skilled workers who have historically been overlooked.

Actionable Steps to Prepare the Talent Pipeline

• Build early-career exposure programs with local high schools, dual-enrollment programs, and community colleges focused on energy pathways.
• Expand recruiting partnerships with military bases, workforce reentry programs, and community-based organizations to reach overlooked talent pools.
• Develop clear, visible skill pathways that show workers how to advance from entry-level roles into technical specialist or leadership positions.

3.     Digital Transformation and AI Readiness

Digital tools and AI are reshaping the nature of work across the industry. From predictive maintenance to connected field technologies, workers are being asked to adopt new systems at unprecedented speed. Without transparency and training, these shifts can create uncertainty, especially among frontline teams and supervisors who must explain the changes to their crews.

Organizations must build a workforce culture that is confident, digitally literate, and flexible. Leaders at the conference emphasized that frontline leaders play a critical role in demystifying AI and supporting skill-building. When employers offer transparency about  why technology is changing and how employees can grow with it, their employees can stay engaged rather than becoming fearful.

Actionable Steps to Address Digital Transformation and Readiness

• Map the roles most affected by AI and communicate upcoming technological developments early and clearly.
• Launch a “Digital Essentials” learning pathway that builds confidence in new tools, data systems, and AI-enabled workflows.
• Train frontline leaders to support skill development, and guide teams through digital change.

Looking Ahead: Culture Is Your Most Scalable Advantage

After spending time at CEWD, I have no doubt that we are seeing a renaissance moment for the energy sector, and most companies will likely find themselves at a strategic crossroad. Seramount’s research has found that organizations that invest in people, i.e., workplace culture, with the same zeal and commitment with which they invest in technology will be able to meet the moment much more competitively than those who see culture as an afterthought. 

Culture is not soft. Culture is not secondary. Particularly now, culture will be the foundation of retention and long-term competitiveness in the energy sector. As competition across the sector increases to meet new demands, the organizations that build strong, inclusive cultures today will be the ones that lead the future of energy.

Partner with Seramount to Build a Culture That Attracts and Retains Top Talent

Seramount supports energy organizations in building cultures that strengthen belonging, readiness, and performance. We help leaders:

• Diagnose cultural strengths and gaps for the organization.
• Support frontline leader development and engagement to shape and advocate for culture.
• Share best practices from peers within and outside of the industry.

If your organization is preparing for growth, digital transformation, or workforce transition, Seramount can help build the culture your strategy requires. Reach out to talk to one of our experts!

The post Supporting the Energy Sector’s Workforce Through Culture appeared first on Seramount.

Today, there’s still a lot of uncertainty about what constitutes legal versus illegal DEI. Much of it remains undefined, creating a gray area for many organizations. One of the clearest signals so far has come from the U.S. Office of Personnel Management (OPM), which defines unlawful activity as any program that “unlawfully discriminates” or is “motivated, even in part, by protected characteristics.”

This guidance has led many organizations to take a closer look at their Employee Resource Groups (ERGs). At Seramount, we’ve received a growing number of questions from partners about how to ensure ERGs remain both effective and aligned with today’s legal expectations. That’s because ERGs continue to play a critical role in building connection, fostering community, and driving inclusion.

While ERGs are still widely considered low-risk, how they’re structured and communicated may need to evolve. Below, we dig into what the legal landscape means for ERGs and share three strategies to help ensure they continue to make an impact.

What New Legal Shifts Mean for ERGs

The most significant shift that organizations need to make is to ensure that all ERGs are open to all employees, regardless of whether someone identifies with the group’s focus. Importantly, these legal expectations extend to all workplace affinity spaces and informal groups, such as men’s clubs, book clubs, or other interest-based meetups.

This expectation doesn’t stop at general membership. It also applies to any programs, leadership roles, or opportunities associated with the ERG. That includes participation in mentorship or sponsorship programs, eligibility for ERG leadership positions, access to events or trainings, and involvement in planning or strategy.

Simply put: ERGs can center specific communities, but they cannot restrict membership, participation, or benefits based on identity.

Three Strategies to Adapt ERGs to the New Legal Landscape

Many organizations may find that their existing ERGs already embrace inclusivity in practice, welcoming allies and others outside the core identity group. In fact, in our experience, very few ERGs formally restrict membership based on identity. Still, it’s important to be proactive and intentional about these changes.

Here are three strategies to help you adapt your ERGs to thrive within this new legal environment.

1. Communicate that ERGs are open to all

It’s not enough to make the change; you need to communicate it clearly. Ensure ERG leaders, members, and non-members know that all ERGs are open to everyone. There’s no need to frame it as a major shift, particularly if it isn’t; simply emphasize that these are inclusive spaces welcoming all employees.

2. Share best practices for allyship

Support employees who join ERGs outside their own identity groups by creating simple allyship guides. Collaborate with ERG leaders to set clear expectations around behavior, language, and engagement. This helps ensure respectful participation and keeps ERGs welcoming for all.

3. Position ERGs as business-critical groups

To reinforce their value and ensure long-term viability, organizations should position ERGs as essential drivers of business impact. Consider formally transitioning ERGs into Business Resource Groups (BRGs), emphasizing their contributions to talent development, employee engagement, innovation, and market insights. This framing can help safeguard them against backlash and strengthen their standing within the organization.

The Bottom Line

Ultimately, the safest path to workplace inclusion right now centers on nondiscrimination, belonging, and standardized practices—all of which ERGs are uniquely positioned to deliver. In fact, ERGs may be better equipped than many other DEI efforts to withstand current and future legal challenges.

We’re already seeing this in practice, with many Seramount partners leaning heavily on their ERGs to support employees, especially those most impacted by recent political and legal shifts. That’s why it’s so important to structure and communicate about them in ways that ensure they can continue to exist and have impact.

If you’d like guidance on how to elevate your ERGs and maximize their impact, check out Seramount’s latest guide on taking your ERGs to the next level.

The post Three Ways to Evolve ERGs amid Legal Shifts appeared first on Seramount.

 Global EmERGe is a worldwide community of employee group leaders, for those who are new to our conferences. Inclusion executives, and allies who are redefining what employee groups can achieve gather in London once a year, hosted by Seramount. Through Global EmERGe, members gain expert-led training, practical tools, strategy sessions, and a strong network of peers driving change inside some of the world’s most influential companies. The Global EmERGe Conference is where this community comes together to share ideas, sharpen skills, and move from conversation to action.

Global EmERGe 2025 lays the foundation for what comes next in the continuing employee group evolution. Leaders from around the world came together to sharpen strategies, strengthen community, and drive real change. Sessions like “Unlocking Executive Sponsorship” gave attendees clear steps to build stronger partnerships with leadership, grow business credibility, and create new opportunities for impact. Every part of the agenda focused on action you can take today. What we started in London is only the beginning. The movement is already in motion.

Introducing the Employee Group Maturity Model

At  Global EmERGe, we gave the world a first look at a game-changing new tool. Developed from real-world insights, tested by practitioners, and refined for today’s climate, the Employee Group Maturity Model is more than a framework—it is a call to action.

In London, the response to our model was electric. Inclusion leaders, ERG chairs, and executive sponsors leaned all the way in, asking questions, taking notes, and imagining how this model could transform their workplaces. The hunger in the room was palpable, the energy was contagious, and the curiosity reached new heights.

But here is the twist: the model was just the beginning.

Say Hello to Your New Favorite Power Tool:

The Seramount Employee Group Maturity Assessment

You asked for a way to measure ERG impact and operations—and we delivered. This assessment is straightforward, strategic, and ready to spark real conversations inside your organization.

Whether you are just getting started or running enterprise-wide programs, this tool shows you exactly where your groups stand today and gives you a clear path for what comes next. Think of it as your GPS for growth, alignment, and results.

And let’s be honest: when budgets are tight and the spotlight on DEI grows hotter by the day, who doesn’t need a tool that demonstrates return on investment and revives engagement?

The Seramount Employee Group Maturity Assessment stands apart because it:

• Measures operational efficiency, governance, and business impact—not just engagement
• Shows where your ERGs stand today and how to move to the next level
• Demonstrates ERG value in talent retention, leadership development, and market growth
• Ensures your ERGs have the structure, funding, and leadership pipelines needed for lasting success
• Delivers best-practice recommendations powered by Seramount’s DEI experts

So, What’s Next?

We are bringing this energy to the US EmERGe Conference, and you will want to be in the room when it happens. We will go deeper into the assessment and the model, unveil new resources, host live coaching sessions, and (yes) deliver a few major surprises.

If your employee groups are ready to level up,
If your leadership team is asking for results,
If your people need a reason to believe in this work again,
This is your moment.

Let’s Make It Happen

Take the assessment. Share it with your ERG leaders. Bring it to your next executive sponsor meeting. And most important? Come join us at the US EmERGe Conference. The future of employee groups starts now—and you have a front row seat.

The post Raising the Bar for Employee Groups: A New Era Begins appeared first on Seramount.

Read on to see what our advisors are saying has changed, stayed the same, or shifted since January 2024.

1. AI Impact on DEI: Risks and Opportunities

Six months ago: The pervasive influence of Artificial Intelligence (AI) on DEI is a central theme in 2024, introducing both risks and opportunities for organizations. AI’s integration into recruitment processes has become a focal point. While there is a legitimate fear of biased AI training perpetuating inequalities, there is an opportunity for organizations to proactively address these concerns. Beyond recruitment, there is growing curiosity about AI’s potential in managing Employee Resource Groups (ERGs).

Now: Nicole Johnson, Senior Director, Seramount Advisory, noted that AI can and should be leveraged by all DEI practitioners. Many are working with limited resources, and AI can help to fill in resource gaps. In addition, the more DEI professionals interact with AI, the smarter it will become around the topics of DEI, belonging, psychological safety, and other related areas of interest. According to new research from Seramount, most CDOs aren’t comfortable with generative AI (GAI) and don’t understand how it can benefit their company’s efforts to recruit and promote talent from historically excluded groups. Our research will continue to evolve with the knowledge of GAI and its impact on DEI and the workforce in 2025. The initial findings for the newest insight paper, “Leveraging Generative Artificial Intelligence to Diversify Talent,” which speaks to how GAI can be used in DEI and Talent settings, is being released exclusively to CDO Collaborative members this June at the CDO Convening, with the final report being released in October.

2. CDO Role Expansion: Guiding Talent Amid Societal Shifts

Six months ago: Our advisors predicted that the role of CDOs was expected to be expanded, with a focus on providing guidance on societal issues rather than just company-specific concerns. CDOs will navigate the changing landscape by reframing messaging and becoming adept negotiators. They might take on additional responsibilities related to holistic learning and employee engagement.

Now: CDOs will have to become more adept at setting boundaries and prioritizing. The events of this year will elevate expectations of the role of the CDO, who will need to be able to respond to societal shifts. Many CDOs are not appropriately equipped by leadership to play that role, and they should push back against the expectation that they are the sole owner of any single solution. Megan Pierouchakos, Senior Director, Seramount Advisory, stated that CDOs will be required to collaborate more across the organization, proactively establishing a decision tree and pursuing their own upskilling. They are also being increasingly leaned on to address religion and politics in the workplace, as well as other more nuanced and once taboo topics, and they are also now associated with belonging and civility.

3. Balancing Employee Expectations and DEI Pushback

Six months ago: Successfully navigating the complex landscape of employee expectations and DEI pushback will require organizations to leverage ERGs, prioritize transparency, and take decisive actions based on employee feedback to foster a workplace that is truly diverse, equitable, and inclusive.

Now: Despite numerous legislative changes behind closed doors, typically with little public input, the fight against DEI pushback continues. Businesses have been able to prove the positive impact DEI initiatives have had on the bottom line, and many companies have continued to enact DEI initiatives. However, DEI communications will be crucial in organizations for the rest of the year, as Nicole Johnson notes. Information needs to be provided proactively, consistently, transparently, and in a timely manner so that employees don’t have space for assumptions.

4. The Evolution of ERGs: Restructuring and Global Expansion

Six months ago: Employee Resource Groups (ERGs) are experiencing rapid growth, outpacing the capacity of DEI teams. Metrics and key performance indicators (KPIs) will play a crucial role in showcasing ERG impact, with a focus on job mobility and talent connection. New ERGs, particularly religious ones, are emerging, and the trend of ERGs being transformed to Business Resource Groups (BRGs) continues. Global expansion is another key theme for ERGs, with a focus on interconnectivity across different locations.

Now: An additional lens on restructuring that has recently emerged is the need for ERG leaders to more actively engage their members with the operational work of the group and not consider them only as passive participants, according to Kamina Young, Senior Director, Seramount Advisory. Organizations experiencing layoffs have lost ERG leadership talent, and delegating work to others is more important than ever before. In the face of such disruption, understanding when to pivot or narrow scope to focus more on member needs and less on company needs is key to remain in touch with employee concerns.

5. Shifting Focus: Redefining Diversity Metrics and Accountability

Six months ago: The redefinition of diversity metrics involves moving beyond simplistic, quantitative measurements that predominantly focus on financial outcomes. Organizations are recognizing that true diversity encompasses a spectrum of experiences, identities, and perspectives. This shift prompts a reevaluation of the language used and the motivators employed to foster a more comprehensive and inclusive DEI strategy. In the United States, the accountability landscape surrounding DEI-related bonuses is undergoing a significant reexamination.

Now:  Nicole Johnson noted that organizations are now asking “how to better measure success” or “how to increase engagement.” The answers to these critical questions go beyond typical DEI metrics and are more aligned with culture. These questions can’t always be answered with an engagement survey but need to be followed up with real action taken by senior leaders. CDOs in the United States are also preparing for a potential administration change by reexamining their self-ID campaigns and categories. Megan Pierouchakos stated that in the human resources terrain, new requirements by the EEOC to add Middle East and North African (MENA) to the list of racial/ethnic identity descriptors has prompted organizations to rethink expanding definitions of diversity and capturing them both from a required and voluntary standpoint.

Key Takeaway

The work in the DEI and Talent landscape is rapidly changing to keep up with the needs of employees of a broad range of backgrounds. Revisiting these predictions enables us to continue to adapt and plan for optimal success. Taking the time to reflect on the changes happening in society halfway through the year will empower your organization to consider the evolving needs of those around you. As we enter the second half of the year, look to these predictions and updates as a guide for your organization’s DEI strategy needs.

If you’d like to learn more about Seramount’s work and how we can support your organization’s DEI and Talent strategy, contact us.

The post Revisiting 5 Predictions DEI Experts Are Making for 2024 appeared first on Seramount.

To support this mission, Capri Holdings utilized their partnership with Seramount to adapt our ERG Leadership Handbook (2017). The result was the launch of the first ERG Guidebook on behalf of the Mitigating Bias in Retail Charter, hosted by Open to All.

This new resource offers a comprehensive and practical resource to help companies establish and expand their ERGs. The Guidebook is full of case studies about supporting organizations with hourly, frontline, and warehouse employees dispersed across a variety of global regions.

This blog will highlight five reasons why the Guidebook will help any organization, especially those with frontline workers, foster DEI initiatives and demonstrate the importance of valuing every ERG within an organization.

The Guidebook offers best practices and tools for:

1. Addressing Unique Challenges:

The Guidebook recognizes that ERGs play a crucial role in addressing unique challenges faced by individual employee groups. Whether it’s hourly workers, distribution center employees, or other types of frontline workers, the Guidebook provides insights on adapting ERG activities to address their specific needs.

2. Building Strong Organizational Structures:

A key aspect emphasized in the Guidebook is building strong organizational structures to support ERGs. By establishing executive leadership teams and defining clear roles and responsibilities, companies can ensure that ERGs have the necessary support to thrive and to mitigate ERG leader burnout, which is crucial, as these leaders often volunteer time for these roles.

3. Developing Accountability Metrics:

Measuring success is essential when it comes to DEI initiatives, especially ERGs. The Guidebook outlines key performance indicators and metrics that organizations can use to effectively track progress toward their diversity goals. By aligning ERG outcomes with business objectives, companies can demonstrate tangible results to stakeholders and other leaders.

4. Engaging Executive Sponsors:

An engaged Executive Sponsor is critical for successful ERG implementation. The Guidebook offers strategies on incorporating business objectives into ERG activities, thus encouraging participation at ERG meetings and events while gaining support to identify how ERGs align with the overall mission of the organization and its broader DEI strategy. This resource also highlights how sponsors can significantly contribute to fostering an inclusive culture.

5. Planning Successful Events and Programming:

Events are at the heart of active ERGs as they provide opportunities for connection, raising awareness, and engagement among employees from diverse backgrounds. The Guidebook includes event formats, guideline templates, budgeting tips, promotion strategies, and case studies showcasing successful events organized by a wide range of ERGs.

The ERG Guidebook serves as an invaluable blueprint for organizations striving to create inclusive workplaces through effective ERG programs. By providing actionable, step-by-step approaches along with tools such as templates, case studies, and best practices from industry leaders like Capri Holdings, the Guidebook empowers companies across various industries to more deeply integrate ERGs into the business case, support their ERG leaders and Executive Sponsors, and offer opportunities to every employee to get involved.

This resource is designed not only to benefit individual employees but also to contribute toward creating cultures of belonging where everyone can thrive. If you would like to learn more about the first iteration of the ERG Guidebook, how Seramount can help support your organization’s ERG efforts, or becoming an Open to All member, you can watch the on-demand webinar ERGs: A Retailer’s Strategic Advantage or contact us.

The post Fostering Inclusive Workplaces with the ERG Guidebook appeared first on Seramount.

On April 15, DEI and ERG leaders from across the globe trekked to London, UK, for the Global EmERGe conference, appropriately themed “Beyond Borders: ERGs Shaping Global Narratives.” This inaugural event kicked off with Seramount President Subha Barry highlighting the pivotal role that ERGs play in fostering inclusivity within the workplace. The insights gained from our 2023 Global Inclusion Index revealed key trends among global companies with active ERGs:

• The majority participate in both a global corporate network and regional ERG networks.
• Many ERGs focus on addressing mental health concerns prevalent among underrepresented groups.
• Approximately half of these companies have ERG executive sponsors based in their own country.
• Typically, corporate DEI offices manage ERG oversight within their respective countries.
• Most companies acknowledge the efforts of ERG volunteer leaders, primarily through public recognition or awards, and occasionally through additional leadership training. However, extra compensation for ERG leaders remains relatively rare.

President Subha Barry giving her opening remarks at Global EmERGe

This conference not only served as a platform for shared learning and connection but also demonstrated the impactful work that can arise when boundaries are crossed and diverse voices are united. Here are a few highlights from this impactful conference:

Breaking Barriers with Dame Inga Beale: A Path Less Linear

Dame Inga Beale captivated our audience with her personal journey, illustrating that the road to success is often winding and can be carved from resilience and anger. As the first woman to head Lloyd’s—a global insurance agency founded in 1689—Beale shared how she had battled with feelings of alienation since her youth. This sense of estrangement fueled her transformation of anger into success.

Beale also made a profound statement that resonated deeply with everyone present: it’s time to eliminate unnecessary jargon when addressing serious issues, often referred to dismissively as “corporate blah blah.” She emphasized that such language does not serve us and only portrays leaders as out of touch with their teams, detracting from the important work that ERGs are meant to accomplish. This declaration set the perfect tone for the rest of the conference, leading into breakout sessions focused on developing practical strategies to enhance ERG effectiveness, even amid the pervasive corporate jargon.

Left: Dame Inga Beale speaking to Global EmERGe attendees. Right: Dame Inga Beale delivering her morning keynote to in-person and virtual attendees at Global EmERGe.

Breakout Session Highlights

The Global EmERGe morning session focused on topics such as “Prospects and Insights on ERGs’ Influence,” where discussions revolved around the strategic integration of ERGs with executive sponsors and DEI leaders from The Adecco Group and Kellanova. Panelists highlighted effective models and strategies that adapt to regional differences and enhance employee engagement, demonstrating how ERGs can serve as pivotal links between diverse workforce needs and overarching corporate goals.

In midday and afternoon sessions, participants had opportunities to hear about the operational aspects of ERGs. Sessions such as “Measurement and Governance” and “Launching Global ERGs While Deploying a Local Approach” offered insights on balancing global strategies with local nuances to ensure the effectiveness of ERGs across different cultural landscapes. Another key discussion, “Elevating Your ERG to a BRG,” outlined the transformative steps for aligning ERGs with business objectives, illustrating their potential to impact business outcomes significantly. These sessions provided attendees with actionable strategies and a better understanding of the critical role ERGs play in fostering inclusive and effective workplaces.

Top Left (from L to R): Morning panel discussion featuring Joan Sheridan LaBarge (moderator), Managing Director at Seramount; Bruce Roch, Head of Inclusion, The Adecco Group; Camilla Carvalho, ED&I Consultant, The Adecco Group; Samantha Thomas-Berry, VP, Global Talent & Chief Diversity Officer, Kellanova; Lesley Salmon, Sr. VP, Chief Digital & Information Officer, Kellanova

Top Right: Marcelo Vasquez Lopez, Assistant Director and Partnering Consultant Global Office of DEI, Liberty Mutual Insurance, delivering his session Launching Global ERGs while Deploying a Local Approach

Bottom Left: Global EmERGe attendees listening to an afternoon session

Bottom Right (from L to R): Participants in the Measurement and Governance session featuring Jack Guest, Senior Group Inclusion Advisor, HSBC; and Carol Watson, Global Chief Inclusion Officer, BCW Global answer questions from the audience.

A Harmonious Conclusion: Networking and Musical Celebrations to End the Day

What would an all-day conference be without networking, food, and entertainment? Our event staff orchestrated a brilliant networking lunch, providing an opportunity for attendees to connect, share experiences, and forge relationships with peers from various organizations. This interactive experience allowed participants to choose seating arrangements by different world regions led by a trusted advisor as listed below.

APAC: Jack Guest, Senior Group Inclusion Advisor, Global ERG Lead, HSBC

EMEA: Richard Thompson, Global Employee Network Lead, Capgemini

LatAm: Marcelo Vásquez López, Associate Director and Partnering Consultant Global Office of DEI, Liberty Mutual

North America: Molly Deakins, Corporate Responsibility PMO (ERG Governance Lead), Capgemini

The day concluded with our ERG Center of Excellence leader, Kamina Young, recapping the day’s highlights—from Dame Inga Beale’s keynote, which focused on cutting through corporate “blah blah” to the introduction of a new ERG Leader Certification in the afternoon sessions. As attendees exited through the conference double doors, they were greeted by the harmonious sounds of the London International Gospel Choir, singing songs that have transcended oceans and decades, bringing everyone together in a memorable and unified celebration.

Top Left: Attendees interacting at the networking lunch

Bottom Left: Seramount Senior Director Kamina Young recapping the conference at the end of the day

Middle: Attendees clapping and enjoying the entertainment

Right: Members of the choir engaging our audience with song

Reflecting on EmERGe NYC’s Impact

On May 6–7, we also hosted our sold-out EmERGe conference in NYC, an event ERG leaders eagerly anticipated. Similar to Global EmERGe, the networking opportunities, insights, and incredible community impact activities made joy illuminate throughout every room. The conference featured Farzana Nayani, a renowned DEI consultant, ERG specialist, and executive coach, who shared her extensive experience working with Fortune 500 companies, public agencies, and educational institutions. Farzana’s keynote highlighted the power of Employee Resource Groups in fostering belonging and driving authentic change within organizations. Additionally, V Spehar, the creator of Under the Desk News, captivated the audience with their engaging approach to making news media more accessible. V’s keynote addressed the importance of inclusive reporting and shared their journey from TikTok to hosting major events and receiving a special achievement Webby for their impactful work.

Top Left: Seramount employees at the Disney Executive Lunch

Top Middle: Community Impact activity for attendees

Top Right: Buttons that attendees could decorate their event lanyards with

Bottom Left: V Spehar delivering their Day 2 keynote

Bottom Middle: Conference attendees pictured together

Bottom Right: Day 1 keynote Farzana Nayani pictured holding her book with a conference attendee

We also honored our 2023 ERG Impact Award winners. In 2023, we received nearly 300 submissions across eight categories. Each submission underwent a rigorous, multistage review process conducted by judges who are practitioners and thought leaders in diversity, equity, and inclusion, as well as subject-matter experts and members of the Seramount team. The efforts of these ERG leaders and organizations within their workplaces and communities exemplify the critical role these groups play in closing gaps and fostering belonging within organizations.

Pictures feature some of our ERG Impact Award honorees with President Subha Barry.

Looking Ahead: Join Us for Future Events

We are thrilled to announce our return to London in 2025 for the second Global EmERGe conference. Nominations for the 2025 ERG Impact Awards will open in mid-June, so we encourage you to start considering whom you might nominate and for which category.

Our recent events have been incredibly impactful, with our inaugural Global EmERGe conference in London bringing together DEI and ERG leaders from around the world. Highlights included inspiring keynotes, such as Dame Inga Beale’s call to cut through corporate jargon and focus on genuine impact, and insightful breakout sessions on ERG strategies and effectiveness. Similarly, our sold-out EmERGe conference in NYC featured engaging talks by Farzana Nayani and V Spehar, offering valuable insights into fostering belonging and inclusive reporting.

As we continue moving forward this year, let’s remember to cut through the “corporate blah blah” and have authentic conversations that make the workplace a safe space for all. To all ERG leaders and members—we see you, we celebrate you, and we are here to support you. Please contact us if you would like to discuss advancing your ERGs for success. Sign up for our newsletter to stay informed about event dates, registration details, and more exciting updates. You can also reach out to us if you are interested in speaking to one of our ERG subject-matter experts. Together, let’s continue transforming talk into action and creating lasting impact within our organizations.

Seramount Global EmERGe staffers pictured together after the conference.

The post From Corporate Blah Blah to Action: Transforming Talk into Impact at Our Inaugural Global EmERGe Conference appeared first on Seramount.

• Esu Ma’at, Chief Diversity, Equity and Inclusion Officer, Orlando Magic
• Courtney Moore, VP, Diversity, Equity, and Inclusion, Los Angeles Dodgers 
• Jennifer Vasquez, VP, Diversity, Equity, and Inclusion, Golden State Warriors
• Karen Wilkins-Mickey, VP, Diversity, Equity, and Inclusion, Seattle Seahawks

No one knows building inclusive brands, empowering historically excluded talent, and engaging diverse fan bases like DEI leaders in the sports industry. From actionable strategies to overcome resistance, increase investment, and manage through multiple perspectives to timely tips for communicating the value proposition of inclusion and aligning DEI initiatives with business outcomes, dive into their powerful playbook for leading through DEI backlash.

Read on for transferable takeaways from the MVPs of inclusion, including reframing the DEI conversation, connecting with Gen Z, building effective ERGs, and leveraging the power of data-driven approaches to inclusion. Discover the keys replicating their winning plays in your own organization!

1. Risks of Divesting and the Importance of Inclusive Leadership

Q: How does the current resistance compare to past challenges you’ve experienced in the space? What are the risks of abandoning DEI efforts now, and why is inclusive leadership in this space crucial in an uncertain market?

Esu Ma’at: In 2007 the New York Knicks reached a $11.6 million settlement relating to the culture of the workplace. In 2012 the Atlanta Hawks sold the franchise related to several issues that I’d classify as what happens when DEI is not in the room. In 2014 another team sold their franchise, and the owner received a lifetime ban. In 2017, another highly publicized lawsuit involved the US Open. I could go on all the way to 2023, when the Washington Commanders had to sell their team. The reason I start here is because, in sports, there’s lots of lists that we want to be on. But that’s not one of them.

The Opportunity Cost of Doing Nothing

What’s the opportunity cost of doing nothing? What does it look like when DEI is not in the room? When that happens, organizations and brands pay the price for blind spots that could have been mitigated. I often use a previous Seramount report that outlines the workforce risks, reputational risks, legal risks, culture risks, productivity risks, and loyalty risks associated with not driving the value of diversity, equity, and inclusion.

DEI Now: “This Is Our Time”

While some of this is cyclical, we need to commit to staying the course, or what I like to call “riding the wave.” Post George Floyd, when roughly 8 billion dollars were invested in DEI initiatives and many of us including myself were hired into these roles, it was popular for folks to say, “This is our time.” But I respectfully disagree. 

Post George Floyd, I’d argue we’re in a time where we could be focused on, to use a tennis reference, breaking serve as opposed to holding serve. I think in this cycle, we’re in a season where holding serve makes a lot of sense, but it’s cyclical. That’s why I say this is our time. This is where the fight we inherited is, and we accepted the responsibility. This is the work, and it’s real work, not a passion project.

2. Evolving Strategies and Reframing the Conversation 

Q: How do you see DEI work evolving in the coming year? How can DEI leaders ensure the work remains relevant and inclusive for all employees and the broader culture?

Jennifer Vasquez: One unique aspect of sports is our public-facing forum. Our players are ground zero of these key conversations.

Authentic DEI: Fan Engagement and Risk Mitigation

We also have what’s called heritage or diversity nights, where we leverage the inclusion piece, engaging fans authentically. If we’re hosting a pride night, for example, we tap our pride ERG to ensure that we’re telling an authentic story, and that’s one of the key parts of our role that we leverage data around. We’re all storytellers, and so we need to think critically about how we tell the story and how we show up with DEI even with all the land mines that surround us today. Building on Esu’s point about risk mitigation, if we’re not showing up authentically, we’re quickly confronted by a state where things can go viral. We’ve all seen it happen; we’ve seen brands and reputations be scrutinized. Regardless of how that shows up, there’s risk.

ERGs and Representation: A Seat at the Table

When we think about the evolution of ERGs (Employee Resource Groups) or BRGs (Business Resource Groups) as essentially think tanks, internal think tanks, we think about showing up authentically but mitigating risk as well. We don’t want to show up only when things are in a constant state of crisis. Thinking about some of the challenges, whenever we may have done a heritage night where something might have been culturally inappropriate, we hear from the fans. We want to ensure that we’re mitigating that risk because we’re having the conversations, we’re having the voices and representation at the table. I’d venture to say that this thinking would apply to all organizations and efforts, not just heritage nights.

The Next Frontier: Gen Z and Inclusion

When thinking about our consumer base, we’re continuing to increase the diversity of our team members. With the rise of the Gen Z workforce, which consists of the most culturally and ethnically diverse populations yet, employees are increasingly asking important questions about what inclusion and representation look like now. How are we setting this next generation up for success? Answering that question effectively goes to the heart of the inclusion piece.

Building Bridges: Beyond DEI Teams of One

Having conversations internally with key stakeholders and bringing in ERGs have been vital to our efforts. When we’ve had to fail fast and learn fast or were called out by our fans, it’s often been because we didn’t have the right voices at the table or the necessary representation. We’re increasingly thinking together across our sports ecosystem, including with fellow DEI practitioners, about how to address this, including leveraging ERGs and BRGs. Given that many of us are on one-person or two-person teams, working together enables us to leverage the intellectual and cultural capital we need to truly move the needle.

3. Data-Driven DEI Leadership

Q: In today’s sports world, data is increasingly used for decision-making. On the one hand, how do you navigate the potential for bias with this information? On the other hand, how do you leverage data to challenge existing organizational assumptions and promote diverse perspectives?

Karen Wilkins-Mickey: I love data; it tells the story and informs the future and what to do. If you don’t measure something, it doesn’t get managed. We all know that, we all say it, and we mean it. With everything that I do, if I don’t have a measurement, it’s as if it didn’t happen. How do I know the impact of an initiative without data?

Establishing Baselines, Moving the Dial: Data and Representation

Coming into this organization, the first thing I remember asking was, Where’s the data? I want to clarify, though, that you shouldn’t only focus on data, and you shouldn’t fall for a simple story of the data directly telling you how much of this or that you need. No, we dig into the data so we can make intentional and informed decisions.

If we have data and can look at the baseline of where we’re at, we can at least know how we’re representing when we look out in the market. How do we represent, and how are we represented in the Seattle market? How are we represented with our fans, and how are we represented with our players? When I look at the data, I can discover where the opportunities are within the organization; the numbers help move the dial. If you don’t know where you are, you don’t know where you’re going to go.

Sustaining Progress: Mitigating Bias, Focusing DEI Improvement Efforts

If you look at data the wrong way, it can be misinterpreted. For example, you might look at the overall population and think things look pretty good. But when you break it down by business group, department, or area, you might find out that all the diversity sits in the bottom of the organization. The goal of this work is to break the data down and identify the gaps so you can help focus efforts to fill them in. When you know and understand where the gaps are, then you can begin to mitigate bias. But if you don’t understand them, then you might unintentionally do things that set you back.

You can’t commit to sustained efforts if you can’t see where you need to focus. Every year I go back and look at the data, and I ask myself what worked and what didn’t—what had impact? Why did we measure those things? If something isn’t working, I reflect on it. We measure the voice of the fan and make adjustments based on our findings. But what is that voice? What is the fan saying? What does a fan want? Understanding the importance of this process is the first step toward progress.

Broadening Perspectives: Aligning DEI and Business Outcomes

If a business says something is important, align yourself to that goal and make your work relevant to it. Doing so helps people understand your work as critical to what the business is focusing on. Since businesses are always looking at the numbers, aligning yourself to what the business wants means thinking about the data. From the first moment I walked in, I said to the data analytics team: “Okay, let’s sit down. I need a dashboard. Let’s talk about what I need.” Remember to explore on every possible dimension of the data, including generational and tenure differences; don’t focus on gender and race alone. Taking a broader perspective helps you tell the story of who exists in your organization, enabling you to take care of and enrich every employee’s experience.

4. Empowering Historically Excluded Talent

Q: Can you elaborate on your organization’s strategies for managing through multiple perspectives and empowering historically excluded talent? How do you ensure these strategies translate into tangible career advancement opportunities? Share an example of a specific initiative you implemented and how you measured success. 

Courtney Moore: Each of the four teams represented in this dialogue is structured differently. For example, we have a majority owner, and the Dodgers are one of his many businesses. Mark Walter, who is our majority owner, is not involved in the day-to-day operations of the team. We have essentially four executive VPs, four to five who typically make and structure the decisions of the organization.

Beyond Silos, Toward BRGs: Inclusive Decision-Making and Experiences

The question to address is how to avoid handling all organizational decisions in a silo. How can you bring different voices to the table? For us, it’s been crucial to ensure that diverse voices have been heard. There’s a few ways that we’ve been able to do that. Like Jenn’s, our BRG communities have been critical. We have eight BRGs, and we call them BRGs because they’re also tasked with helping the bottom line of the organization. Empowering them has helped us to interface with the community better and be more diverse in our engagements. We’ve also worked together to bring in awareness training and speakers to enhance our culture of inclusion.

BRGs and the Bottom Line: Driving Growth, Engaging Diverse Fan Bases

How do we help BRGs to drive bottom-line business goals? First, like Jenn mentioned, BRGs are crucial in terms of our heritage nights; the Dodgers have more heritage nights than any other baseball team. We also have the largest fan base; we have a stadium that can hold 50,000 fans, the largest in MLB. Fifty-one percent of our fan base is Latino, and it’s critically important that we continue to attract our Latino fan base and don’t operate from a monolithic perspective. Our fan base includes Mexican, Salvadorian, Dominican, and many other groups. Our BRGs have helped structure how our heritage nights look and feel, maximizing fan engagement.

From a data perspective, we’ve also been able to track how our ticket packs have continued to grow based on BRG involvement. We’ve seen explosive growth from BRG participation. That’s also a model we’ve used to engage our Asian fan base. We’ve had large Korean and Filipino fan bases historically, and today our Japanese fan base has become much larger through recent acquisitions. Our BRGs have been critical in driving bottom-line business outcomes. They act as internal think tanks for the strategic DEI work we’re doing.

BRGs: Performance Management and Parental Leave

BRGs have also been crucial in terms of our performance management system. The current performance management at the Dodgers has been around only for a year. Before this time, there were no conversations around advancement, opportunities, or compensation. Now employees have a voice regarding their own career advancement, and they’re empowered with the tools they need to have these conversations with their managers.

BRGs were equally instrumental in putting in play a parental leave policy. We didn’t have a parental leave policy two years ago. It was important that we had a very progressive parental leave policy, from the standpoint that we wanted to encourage men who were part of the organization to take extended leave, which has a direct impact on parity in terms of ensuring that women and men have the same opportunities and can have work-life balance.

Building the Pipeline: Advancing Historically Excluded Talent

When I came on board, I prioritized the importance of talent, putting in play and formalizing a pipeline program. Today we have a five-month fellowship program. We also have a three-month program for interns. These programs are a great way to introduce diverse talent to the organization. We’ve hired on a small percentage of those who’ve gone through those programs, and this is the third year that we’re running the program. It’s been helpful in terms of bringing different voices to the table and having leadership looked at different ways. This work continues to enhance not only the employee experience but also our strategy for growing the organization from a business standpoint, particularly in LA, where diversity is extremely important.

5. League Differences

Q: In your view, how do your respective leagues (MLB, NFL, NBA) differ in their approach to DEI? What particular strategies, challenges, and opportunities do you see as unique to your specific league?

Esu Ma’at: Here’s where we’re all similar. Our diversity statement says we believe sports has the ability to bridge divides and bring people together. Consequently, we’re committed to driving awareness, creating change, and cultivating an inclusive environment where everyone feels welcomed, valued, and appreciated. I think that’s the power of sports in general.

From there, it’s nuanced. For me in Orlando, when I arrived, 60% of the population identified as people of color. We have the fourth-largest LGBTQ+ community in the country and the third-fastest-growing millennial population in the country. We have 75 million people from all over the world on an annual basis. The closest to us is New York, with 44 million last year. If the Dallas Cowboys are America’s football team, then the Orlando Magic must be the world’s favorite basketball team.

The 2020 census showed that Orlando is 11% less White, 14% more Black, 73% more Asian, and 264% more “Other,” which is two or more races, three or more races, Hispanic and Latino.

My question to my team always is, How are we leveraging this information? Where do these demographic shifts show up in our business? I told you a bit about our statement, which is the “why” behind our organization, but the “what” involves intentionally building a workforce that mirrors the demographics of our marketplace.

The fan base of yesterday is not the fan base of tomorrow. We have to make sure that we are successfully attracting and engaging diverse consumers. Where the rubber meets the road is in the kind of experiences people are having, whether on the talent side or the fan side. My colleagues probably look at things similarly, but what the data says in each market is what drives the difference.

Jennifer Vasquez: For us, it’s the market base. Across all leagues, we look at the data from our individual market perspectives, because that’s what’s driving not only our talent but also our fan bases coming into the building. For us this has meant recognizing the need for a Filipino heritage night and two to three pride nights  (the Bay Area includes a high percentage of Filipino and one of the largest LGBTQ+ communities in the nation).

Across the leagues we celebrate ethnicities, races, and cultures. For example, we do a huge women’s empowerment month across the entire NBA ecosystem and we see this across the NFL as well. Another way we’re driving interleague connections is by taking a regional approach. For instance, I’m connected to my fellow DEI practitioners at all the Bay Area teams. We’re a united front.

We’re also creating new corporate and industry connections through partnerships, leveraging sports as a public platform to create the discourse to drive key culture changes during a time when DEI is under attack. We work with corporate DEI leads, partnering on heritage nights and becoming a brain trust. We talk about best practices, bring our ERGs together, and host collaborative conversations, networking, and programs. Being in the Bay Area, it’s primarily tech. But this connectivity through partnerships is something that a lot of teams across the NBA emphasize.

Karen Wilkins-Mickey: I want to emphasize the close connections between teams: football clubs compete on the field but do not compete in this space. We all connect twice a month and also with the league office. What one of us has, we all have. If there’s something I’ve learned, I’m going to share it. We’ve all gone through learnings together, which is fantastic. This collaboration is critical; it keeps the conversation relevant, keeps us relevant, and continues to ensure DEI is a top priority. I echo everybody’s comments on ERGs and BRGs. Community is key, and you’ve heard that from all of us. We need to continue to have conversations, whether they’re comfortable or uncomfortable. Across our clubs, across our spaces, we need to keep these conversations going, because we know what happens when they stop.

Courtney Moore: I marvel at what the NBA and NFL are doing, particularly in terms of social justice. The dynamics are so different in baseball. The NFL has 72% Black players, but in the MLB it’s under 7% and the numbers are continuing to decline. I wish there was more representation in the MLB and I wish there was more of a thought process around what we’re going to do to address that. Maybe I’m making an assumption, but in the NBA and in the NFL, the work feels more organic than in the MLB, where you have to be a lot more intentional. Kudos to the commissioners who are working from that standpoint, but there are definitely differences between the leagues.

Conclusion: Raising Our Voices, Building an Equitable World

Jennifer Vasquez: How do we stay optimistic in the current climate? For those of us who have been in the trenches for quite some time before the 2020 inflection point, we have to stay the course during a time when the work will continue to be attacked. It’s been part of the work since the civil rights movement transformed our culture. If we’re not doing the work, we’re not going to see an equitable world. If we think about the next generation, we want to make sure they’re not facing the same challenges that we’ve all faced.

This work matters for a reason. I think it takes all of us as a collective to continue to be loud. We can be louder than that rhetoric that’s out there. We’ve reached a moment filled with a lot of white noise, with a few top billionaires out there saying some things. As a collective—we as many DEI practitioners out there—our voice could be louder.

Ready to future-proof your inclusive workplace strategy? Let’s partner. Listen to the full recording, download our latest research on leading through DEI backlash, and visit us at Seramount.com/contact-us.

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What Is a Customer-Centric Approach?

By centering the wants, needs, and preferences of the customer, this business model is successful for many companies by helping them ensure a positive experience for their customers. There are quite a few companies that offer a well-known, positive customer service experience, such as Discover and Target. These companies are sought out by consumers because of how well they treat customers, listen to feedback, and make the shopping experience friendlier and user-friendly for the customer.  

When done right, an organization is able to be proactive in its strategies, anticipating the customer’s wants, needs, and preferences. Al Ramich from Forbes said: “Think of customer-centricity as a strategy as much as a culture. It should be ingrained in an organization.” This same mindset can be used when thinking about establishing and maturing ERGs. For ERGs, their members and other key stakeholders are the customers. ERGs must ensure they are meeting the wants, needs and preferences of their members, which includes those within the community they are advocating for and their allies, or those who do not identify as members of the community.

To make the approach a strategic and culturally embedded one, here are five customer-centric points to keep in mind:

Have a Strong MVP

MVP here stands for “Member Value Proposition.” Your MVP includes the value, benefits, and impact that your ERG members receive from the efforts and strategies of your ERGs.

Core components of a strong MVP include a clear mission statement, defined purpose, strong business case, and attractive member and leader benefits. Those components are then pulled together to communicate the value add to the organization and members through impacting overall employee well-being and business impact.

Separate Fact from Fiction with First-Party Data

Organizations should ask their employees directly what they want and need to excel in that specific workplace. Benchmarking data and best practices from other organizations can be helpful, but every organizational culture is unique to that company. Organizations can use a variety and mix of methods to gather first-party data directly from members, such as surveys, focus groups, town halls, informational interviews, and talent and engagement metrics. An online survey may not be convenient for one group, but grabbing time with an internal stakeholder can give some guidance on the motivations of the individuals within your organization. Seramount offers a holistic solution for any leaders who want data that combines stakeholder interviews with anonymous employee feedback that can be answered at any location.

An important preference to ask members about is how they would like to be informed of ERG updates and how they would like to get involved with the ERG’s activities. Asking them how they would like to get involved with the ERG, such as through leadership roles, attending events, community service, networking, or access to resources and education materials, is a great way to learn what your members want, need, and prefer.

Prepare for Long-Term Impact

ERGs are more than the five F’s: fun, flags, friends, festivals, and food. Impactful ERGs are here for sustainable, long-lasting impact that enacts cultural change at an organizational level because that’s what our customers need. The ultimate goal is for members of ERGs to be retained and engaged, which requires long-term planning.

That can’t be achieved by sponsoring only heritage month webinars and social gatherings. ERGs that align with business strategies have a stronger foundation and are better prepared to be here for the long term. Business strategies are not the only factors that drive product innovation or market expansion. Your organization’s workforce; environmental, societal, and governance (ESG); and community and economic engagement priorities are also part of your organization’s strategies that have been proven to positively impact an organization.

ERG Leaders Are Customers Too

People have the best experiences with customer service departments when the representatives have been trained, enabled, supported, resourced, and empowered to meet the needs of the customer. Organizations can ensure that their ERG leaders are set up for success with strong onboarding, clearly defined processes and governance, ongoing support for leadership upskilling, and sponsorship and advocacy from senior leadership. ERG leadership teams are a talent development engine and have the ability to accelerate the potential of top talent within an organization.

Proceed with Caution

Implement your customer-centric approach with caution, though. “Customer-centric” is not the same as “the customer is always right.” The latter implies that regardless of the impact on the company and its employees, what the customer wants, the customer gets, which is not always realistic, equitable, or fair. A “customer is always right” mentality is also the fastest way to lead to burnout for your ERG leaders. Leadership burnout within ERGs is common, even if those leaders are successful. Organizations are now leaning on ERGs in ways they have never done so before. In order to prevent burnout, senior leaders can help set proper boundaries within the company’s guidelines to support ERG leaders in the voluntary work that they do.

ERGs can truly be a pillar of strength and creativity within your organization. By putting the wants and needs of the members of these groups first, customer-centric ERGs can excel while also working within the organization’s values.

If you would like to learn more about how Seramount can help you develop your ERG strategy or if you would like to talk to an expert about our DEI Research Partnership, contact us.

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Register to attend Seramount’s EmERGe conference virtually or in person in New York City on May 6–7, 2024, and read on for a preview of what you can look forward to at the event.

What are ERGs?

ERGs are employee-led groups within an organization focused on a shared characteristic or identity, whether that is gender, ethnicity, religion, lifestyle, or interest. ERGs are not only a wonderful resource for engaging and supporting historically excluded talent in the workplace, but they’re also a great tool for retaining diverse talent and driving business success.

Seramount is a part of EAB, which currently has four ERGs centered around BIPOC staff, women, mental health, and the LGBTQ+ community. I serve as the vice chair of marketing and communications for our LGBTQ+ ERG, OUT@EAB, and I’m excited to virtually attend the 2024 EmERGe conference to glean insights that can strengthen and innovate our ERG and better our company as a whole.

Why attend EmERGe?

Personal and organizational development

I’m looking forward to EmERGe due to the unique focus on ERG leadership and development. The conference offers a variety of session modalities for both in-person and virtual attendees: keynote presentations, expert panels, networking blocks, and interactive workshops called learning labs.

Across the two days, attendees will build community with other ERG leaders across industries and share information and best practices. Whether your organization has well-established ERGs or you’re just getting started, this conference has something for each stage in the process.

Not only will you learn operational best practices to apply to your organization, but you’ll also have the opportunity to develop individually as a leader, connect with other attendees involved in similar ERGs, and attend specific sessions tailored to career advancement.

Intentional, engaging hybrid format and customizable schedule for all experience levels

As a remote employee, another aspect of EmERGe I’m excited about is its intentional hybrid design. Whether you attend in New York City or from wherever you call home, the event is equipped with the technology and personnel support to ensure everyone has an equitable and engaging experience. This format will allow me to connect with many brilliant ERG leaders across the country. The schedule includes opportunities to listen to experts during keynotes and panels and to get more hands-on during learning labs and networking blocks.

Heading into my second year on an ERG board, I’m excited to expand my toolkit and discover new strategies I can implement in the year ahead. Since EmERGe offers sessions for ERGs of all sizes and maturities, I’m confident that I’ll uncover valuable methods for navigating challenges and increasing business ROI.

The conference offers a customizable agenda format that will allow me to choose the sessions that best fit my interests and specific needs for my ERG. There’s even a Trailblazer Award during the ERG Impact Awards ceremony for newer and smaller ERGs to be recognized for their incredible achievements. I look forward to seeing how Seramount’s array of talented partners is implementing Seramount resources and insights from their partnership to increase the impact of their own ERGs.

Brilliant guest speakers

In addition to Seramount’s team of experts, I’m eager to hear from the guest keynote speaker at EmERGe: journalist V Spehar (known online as @underthedesknews). Based on their background, I already can tell their sessions will be insightful, engaging, and informative. I can’t wait to see what perspectives these speakers bring to our work as ERG leaders.

Intersectional cross-collaboration

While we each have goals for our individual ERGs, we can indeed achieve more together. EmERGe will discuss the value and process of intersectional collaboration to ensure all groups are represented in company values and decisions and welcomed in business spaces. This session definitely stands out to me as one I won’t want to miss—I can’t wait to learn how I can better collaborate with and support my fellow ERG leaders across each of our ERGs at EAB. In addition to a session on intersectional cross-collaboration, EmERGe will also dive into tactics for elevating historically excluded talent and fostering effective partnerships in a corporate environment.

With less than two months until the big event, I’m eagerly counting down to EmERGe 2024. I can’t wait to connect with ERG leaders and DEI program managers across the country and leave the event energized with new ideas to implement in my ERG.

Ready to attend?

Save your seat by registering online, and get ready for two full days of learning, connecting, and elevating your ERG. Hope to see you there!

The post What EAB’s ERG leaders are looking forward to at EmERGe 2024 appeared first on Seramount.

Over the past half-decade, the business value of inclusion has been a point of constant discussion in industry research and practice. Despite this continuous conversation, the development of a new organizational structure for DEI has lagged.

Forward-thinking DEI and talent leaders are now proactively engaging with business-facing teams, introducing new management structures and inclusive leadership metrics and creating tailored plans for each function. Running DEI like a business, they’re expanding the reach of their small but mighty teams to drive measurable outcomes in the workplace and marketplace.

Integrating DEI and Business Leadership

The latest Edelman Trust Barometer report finds that business remains the only trusted institution in an increasingly polarized world. This emerging trend presents an unparalleled opportunity for DEI and Talent leaders—who are at the forefront of fostering trust in the workplace—to redefine their roles as business leaders.

To realize this objective, they are joining forces with business executives to showcase the power of DEI to tackle critical business needs and showcase the business benefits of a well-aligned social impact strategy. Now more than ever, making yourself indispensable to inclusive leadership involves creating innovative solutions to business concerns.

Establishing Inclusion Indices

Surveyed organizations consistently aimed to integrate DEI assessment into their management toolkit this year. We saw a uniform rise in the adoption of equity and inclusion indices capturing data from people leaders across key employee experience focus areas. Assessing inclusive experiences within individual business segments offers actionable insights, empowering leaders to proactively address challenges and support equitable outcomes for all.

In today’s increasingly uncertain landscape, measuring workplace inclusion generally, specifically, and swiftly is the key to transforming DEI success into business success. Our research also highlights the growing trend of automated data production facilitating on-demand updates for senior leaders. Another upward trend is the introduction of new metrics focused on neurodiverse, transgender, religious, and caregiver inclusion.

Building Effective BRGs

BRGs (Business Resource Groups) can align existing inclusion initiatives with internal and external business objectives such as increasing promotion rates or improving cultural competence about customers. To maximize performance, Seramount research suggests developing a strategic playbook, engaging industry experts and allies, and implementing performance evaluation metrics for leadership. Equally crucial is the provision of sufficient resources and infrastructure, from survey tools for gathering feedback to design resources for the creation of professional business materials.

Effectively leveraged BRGs are an organization’s secret weapon—its superpower.

– Subha Barry, President, Seramount

Leading with Lean Teams: DEI “Teams of One”

Managing DEI as a business today also requires an innovative approach to a perpetual problem: how to impact inclusion at scale. According to the 2023 Seramount Inclusion Index Survey, 47% of organizations with 500 or more employees had dedicated DEI teams consisting of five or fewer employees (the median surveyed-organization size in this group was 4,752). An average employee headcount of 8,819 at surveyed companies results in a DEI staff-to-employee ratio of between 1:1,764 to 1:8,819, akin to the ratio for a mayor of a small town.

Despite recent headlines about DEI headwinds, the number of large organizations reporting relatively small dedicated DEI teams notably declined 5% this past year, indicating that overall, the size of DEI teams is increasing. Nevertheless, significant work remains to be done when nearly half of surveyed organizations persist in maintaining DEI offices with comparatively few employees, with the average annual DEI expenditure per employee in even the world’s largest organizations at a mere $44.

The data also highlights mounting pressures on the sector, evident in the rise of a “wait and see” attitude. A substantial 40% of studied organizations reported that their DEI team size remained unchanged year over year, an increase of 25% from 2022. Meanwhile, companies reporting an expansion in team size decreased from 72% in 2022 to 51% in 2023. This trend line underscores the critical importance of leading with lean teams.

Employee Headcount and Changes in Size of Dedicated DEI Teams

Amplifying Impact with DEI Champions

DEI champion networks can amplify the business impact of small teams by developing systems of shared ownership and accountability. DEI ambassadors provide leaders invaluable cultural intelligence, aiding in the resolution of systemic inclusion concerns such as bias mitigation, root cause analysis, and program engagement.

A strong commitment to DEI knowledge-sharing creates a competitive advantage by fostering cross-functional connections. This bottom-up approach enables DEI “teams of one” to expand their influence, as executives increasingly see them as the connective tissue unifying the entire organization.

Impact at Scale: Best Practices for Equitable Assignments

From EAP ambassadors equipped to recognize the signs of emotional distress to ESG education champions, the opportunities for scaling small DEI and Talent teams are limitless. But today’s CDOs and CHROs face another distinctive challenge: how to build equitable “teams of one.” Regardless of the shape your champions network assumes, its effectiveness depends on the commitment and involvement of its members. Sustainability is achieved through equitable assignments, tapping into individuals with the passion, investment, bandwidth, and training to mentor their peers effectively. 

• Develop highly engaging onboarding programs, newsletters, webinars, and intranet pages to expand reach.
• Provide robust support for DEI champions and ERG leaders, including access to research and advisory services.
• Create a centralized DEI resource hub offering champions access to ready-made content and resources.
• Establish recognition programs, based on nominations, to acknowledge inclusion champions for their efforts.
• Support participation in external conferences and networking events providing valuable insights to leaders.
• Ensure that members have dedicated time, meeting space, and technology to fulfill their responsibilities.

Interested in learning more about how partnering with Seramount can help amplify your impact, cultivate inclusive leadership, and integrate DEI and business outcomes? Contact us.

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