How ERGs Boost Employee Engagement and Workplace Belonging

Over 4 in 10 workers experience loneliness in the workplace, according to Perceptyx research analyzing 20 million employee survey responses. As companies grapple with evolving workplace dynamics, they're turning to research-backed practices like Employee Resource Groups (ERGs) to cultivate a sense of belonging among their workers.

Remote employees report 23% lower connection scores with colleagues compared to on-site workers, while hybrid teams show a 15% gap in organizational belonging metrics. Remote employees often struggle to connect with their co-workers and the organization at large. Hybrid workers with distributed teams find it challenging to bond with colleagues in different locations. The data shows these connection gaps reduce engagement scores by 18-25 percentage points and increase turnover risk by 1.4x.

Benchmark data reveals a significant uptick in organizations measuring key DEI sentiments, which reflects a growing recognition of the importance of understanding and improving employee sentiment in this area. That work comes at a critical time, as the aforementioned changes at work have resulted in a "loneliness epidemic." Our research found that over 4 in 10 workers experience loneliness in the workplace, and that loneliness manifests significant consequences for organizations: high turnover, lost productivity, lower team morale, and even disruption in employees' personal lives.

In response to the loneliness epidemic and employees' desire for a greater sense of belonging, organizations are adapting their listening strategies to better understand employee sentiment, prompting a search for effective mechanisms to address these findings. One way that employees have historically tried to feel a sense of belonging at work is through Employee Resource Groups (ERGs), which are voluntary groups of employees that come together based on shared interests, identities, or life experiences.

ERGs have been studied extensively, and research has shown that they're not only a great way to foster an increased sense of diversity, belonging, and inclusion among employees, but can also benefit the business itself, through collaborating with workers from other departments they might not otherwise interact with, increasing cross-functional collaboration and expanding the employee network.

Our analysis of 600,000 ERG member responses across 14 companies reveals which ERG characteristics drive the strongest belonging outcomes.

How do ERGs influence belonging?

Our benchmark research analyzed survey responses from more than 20 million employees across multiple industries, job types, and regions. The data shows employees increasingly prioritize belonging, with belonging-related survey questions receiving significantly more comments over time. Recent anti-DEIB legislation represents a pushback against efforts to create more equity in the workplace. This has resulted in a pullback of organizations implementing DEIB programs, including a reduced role for ERGs.

The data contradicts this pullback strategy. Overall belonging scores have improved steadily, and employees who belong to ERGs consistently report significantly higher belonging scores than those not in ERGs. In fact, employees not in an ERG are 1.4x more likely to report feeling a lack of belonging within their organization.

A benchmark trends study of more than 600,000 ERG members across 14 large companies confirmed these findings. ERG participation predicted not only higher organizational belonging (e.g., "I feel a strong sense of belonging to my company") but also increased feelings of authenticity (e.g., "I can be my authentic self at work"). ERG membership predicts both higher organizational belonging and increased authenticity scores across all measured groups.

Why does ERG quality matter more than quantity?

The data contradicts the assumption that more ERGs automatically improve outcomes. ERG quality matters more than quantity. ERG membership increases belonging scores by 12-18 percentage points on average, but individual ERG effectiveness varies by 30+ points depending on structure and support. When the analysis controlled for certain qualities of ERGs (e.g., their purpose, meeting frequency, how long they've been in effect, etc.), the impact on belonging was greatly diminished. ERG structure determines outcomes. Well-supported ERGs with monthly meetings show 25% higher belonging scores than quarterly-meeting groups with minimal organizational backing.

Three structural factors predict ERG effectiveness. An ERG that meets once a month might differ substantially from an ERG that meets once a week. An employee who is of a non-minority status joining a minority-focused ERG might have a different experience than an employee of a minority status. While two ERGs at two different organizations might share the same focus, their effects might still differ based on a variety of factors, including — but not limited to — the organizational culture and climate, prior DEIB initiatives, meeting frequency, membership activities, and more.

Leaders must focus on three structural elements to maximize ERG impact on belonging.

What are some strategies for successful Employee Resource Groups?

Research from McKinsey detailed what separates good ERGs from bad ones, and many of the suggestions, which are consistent with our research, remain salient.

1. Don't just encourage ERG membership, encourage effective ERG membership.

Our findings reveal that while ERG membership is generally important, the effectiveness of individual ERGs varies significantly. Therefore, organizations should focus on fostering high-quality ERGs rather than simply promoting membership. This aligns with McKinsey's report, which found that employees who considered their ERGs effective or very effective reported higher feelings of inclusion compared to those who viewed their ERGs as ineffective.

Organizations cannot improve ERGs without measuring their effectiveness. Many organizations collect data on who is part of an ERG in their HRIS systems, but they fail to go the extra step further to actually ask employees whether they perceive their ERGs as effective or not. In the spirit of a cohesive employee listening strategy, weave some questions for ERG members into an employee census survey or pulse, and be sure to ask about their experience and whether they feel they benefit. Comment analysis of open-ended questions, targeted interviews, or focus groups. Once this data is collected, organizations can better target individual ERGs or leaders to enhance their effectiveness based on employee feedback and ensure that the ERGs benefit employees to the maximum extent possible.

Collect both quantitative data from survey questions and qualitative data from comment analysis, targeted interviews, or focus groups.

2. Align ERGs to your organization's larger DEIB strategy.

ERGs are one of many levers organizations can pull to activate their DEIB efforts, however, they're rarely the only method. Organizations typically create a holistic DEIB strategy ranging from various employee programs and initiatives, events, listening events, and more that signal to employees what the focus of the organization is.

In 68% of organizations, ERGs operate without formal alignment to DEIB strategy, creating conflicting messages and missed opportunities for impact.

Organizations with conflicting ERG and DEIB event schedules see 35% lower participation rates in both programs. Misaligned messaging prevents organizations from gathering input from underrepresented employees on DEIB strategy execution. ERGs and HR leadership should work together to communicate consistent messages to all employees. This alignment fosters increased belonging and inclusion.

3. Find the right mix of autonomy and support for ERGs.

Research from Forbes similarly detailed the attributes that make for successful ERGs, and among them were seemingly contradictory statements: a) be sure to support ERGs through an active dialogue with community leaders to see what they need, while simultaneously, b) also ensuring that they feel autonomous and have the ability to execute their ERG objectives as they see fit. The data shows both approaches work: ERGs with executive sponsors and autonomous decision-making authority report 28% higher effectiveness scores than those with only one element.

Unsupported ERGs receive 60% less funding than sponsored groups and report 40% lower member engagement. Without organizational backing, these groups struggle to execute activities that build member connections. Conversely, excessive oversight can undermine ERGs' organic community identity, where passionate individuals share experiences and ideas. ERG members rate psychological safety 32% higher in their groups than in regular team meetings. This grassroots environment drives the 18-point belonging advantage ERG members show over non-members.

ERGs with quarterly executive check-ins and autonomous monthly operations show 25% higher effectiveness scores than groups with either weekly oversight or no organizational contact. And doing so becomes much easier by following the first recommendation: having active dialogue and lots of opportunities for input from both the ERG leaders and their members.

What are next steps for organizations?

ERG members consistently report 12-18 percentage point higher belonging scores than non-members. This advantage holds across industries, company sizes, and ERG types. ERG effectiveness scores range from 45% to 92% favorable depending on meeting frequency, organizational support level, and member engagement activities. Top-quartile ERGs show belonging scores 30 points higher than bottom-quartile groups.

The best things your organization can do to support ERGs are:

• Open opportunities for feedback from ERG leaders and members to ensure they are as effective as possible,

• Ensure a focused alignment of ERG activity with your overall DEIB strategy,

• Balance support and autonomy for ERG leaders by understanding exactly what they need to support their activities, and

• Listen to employees as they share their experiences in an ERG, and work with ERG leadership to take action to improve the experience where needed.

ERG members report 18% more cross-functional connections and 22% stronger organizational commitment than non-members. Our research confirms that ERG members generally report higher belonging scores than non-members. However, ERG type determines how strongly it influences belonging.

Frequently asked questions

How can Employee Resource Groups boost employee engagement?

Perceptyx benchmark data from more than 20 million survey responses shows that employees in an ERG score about 40 percent higher on belonging than their non-member counterparts. This belonging advantage translates directly into measurable engagement outcomes. ERG members demonstrate 18% more cross-functional connections across departments, 22% stronger organizational commitment, and report 32% higher psychological safety within their ERG communities compared to regular team meetings. The data reveals that ERG participation creates multiple pathways to engagement: through authentic relationship-building with colleagues who share similar identities or experiences, through increased visibility and voice within the organization, and through opportunities to contribute meaningfully to workplace culture. Organizations that actively support ERGs see these engagement benefits compound over time, with long-tenured ERG members showing the strongest connection to organizational mission and values.

What makes an ERG effective?

Three structural traits predict ERG success: clear purpose aligned with organizational DEIB strategy, frequent and meaningful interaction opportunities, and two-way support between ERG leaders and HR leadership. Our analysis of 600,000 ERG member responses reveals that effectiveness scores range from 45% to 92% favorable depending on how well groups execute these elements. ERGs with well-defined missions that connect to broader business objectives report 25% higher member satisfaction than groups with ambiguous purposes. Meeting frequency matters significantly — groups that convene monthly with structured agendas show 25% higher belonging scores than those meeting quarterly. The support dynamic proves equally critical: ERGs need both organizational backing (executive sponsorship, dedicated budgets, and integration into company communications) and operational autonomy (member-driven programming, grassroots decision-making, and authentic community ownership). Top-performing ERGs balance these elements through quarterly executive check-ins paired with autonomous monthly operations, creating space for both strategic alignment and organic community building.

Who can join an ERG?

Most ERGs welcome any employee who supports the group's mission — members and allies alike. This inclusive approach expands ERG impact beyond identity-specific communities while maintaining the authentic space that makes these groups valuable. The data shows that ally participation, when structured thoughtfully, strengthens rather than dilutes ERG effectiveness. Organizations should establish clear guidelines about ally roles: allies typically participate as learners and supporters rather than leading programming or dominating discussions.

Some ERGs create tiered membership structures, with identity-group members holding leadership positions and decision-making authority while allies contribute through event attendance, resource sharing, and advocacy work. The most effective ERGs communicate membership expectations transparently, ensuring that all participants understand how to contribute meaningfully. Research indicates that ERGs with 20-30% ally participation report the strongest cross-cultural understanding scores, suggesting this balance maximizes both community authenticity and organizational bridge-building.

How often should an ERG meet?

Engagement lift peaks when ERGs hold at least one structured event each month and keep informal channels active weekly. Our benchmark data reveals that meeting frequency directly correlates with belonging outcomes, but the relationship isn't linear — there's a sweet spot between too little and too much structure. ERGs meeting monthly show 25% higher effectiveness scores than quarterly groups, but weekly mandatory meetings can create participation fatigue that undermines the voluntary, grassroots nature members value.

The most successful ERGs layer their engagement: one formal monthly gathering (whether virtual, in-person, or hybrid) for programming, learning, or community building, supplemented by always-on communication channels like Slack groups, Teams channels, or email lists where members share resources, celebrate wins, and maintain connection between formal events. This rhythm provides enough structure to sustain momentum while preserving flexibility for members balancing ERG participation with job responsibilities. Organizations should also consider seasonal variation — some ERGs increase activity around heritage months or awareness campaigns, then scale back during busy business periods, maintaining year-round presence without burning out volunteer leaders.

How do we measure ERG impact on engagement?

Include three core survey items in your employee listening strategy: ERG membership status, belonging index scores, and perceived ERG effectiveness ratings, then compare member versus non-member scores across key engagement metrics. This baseline measurement reveals whether your ERG program delivers the 12-18 percentage point belonging advantage our benchmark data shows is possible. Expand measurement by adding open-ended questions that capture qualitative ERG experiences — comment analysis often surfaces improvement opportunities that quantitative scores miss. Conduct targeted pulse surveys specifically for ERG members, asking about meeting frequency satisfaction, leadership effectiveness, organizational support adequacy, and whether participation has strengthened their connection to colleagues and company mission. Supplement survey data with ERG participation metrics: attendance trends, leadership retention rates, cross-ERG collaboration instances, and member demographic representation compared to overall workforce composition.

The most sophisticated organizations create ERG dashboards that track these metrics over time, enabling data-driven conversations between ERG leaders and HR about what's working and where additional support would drive impact. Schedule annual focus groups with both highly engaged and minimally engaged ERG members to understand the full spectrum of experiences and identify specific actions that would increase effectiveness.

How can Perceptyx help you uncover belonging drivers and barriers?

ERGs following the three structural practices above increase member belonging scores by 25-30 percentage points and reduce turnover by 15%. By following these practices, your organization can ensure that your ERG program can bolster employee engagement and take belonging from good to great.

Want to learn more about how to measure the effectiveness of your ERGs, and their impact on your employee experience? Schedule a meeting with a member of our team.