Five ways to get the best out of your employee networks
By Jo Faragher on 1 August 2022
After two years when employee resource groups and networks were forced to come together online to support colleagues, it’s refreshing to see them staging face to face events and campaigns once again. But as we get used to the ‘new normal’, it’s also worth reminding ourselves of the value these groups can bring to the business.
At d&i Leaders empowering employee networks conference earlier this year, some clear themes emerged that are worth revisiting:
1. Offer structure, but flexibility
Creating a framework of values or guidelines for employee networks can help them align with the overall goals of the organisation, but it’s crucial to allow some flexibility and autonomy for them to thrive. Auto Trader UK, for example, provides network leaders with terms of reference and a code of conduct. This gives a high level overview of what it means to be part of the network and the commitment involved – templates are available from Stonewall and other charities.
Similarly, the Department for Transport created what it calls a “network deal”, which helps align the activities of networks to civil service values. “We’re a finite resource so it helps with setting expectations on training, money and time, for example how much time network members spend on that business versus their day work,” explained Michael Hickman, head of inclusion. The alternative is that networks are set up and micro-managed by HR teams, which goes against their ‘bottom up’ approach to boosting inclusion.
2. Reward them
Although many network leaders run groups alongside their day job, only a minority of organisations offer additional pay for this role. While reward teams may be reluctant to release extra salary budgets, doing so can show how committed the business is to the role of networks in D&I activities. At law firm Norton Rose Fulbright, for example, anyone who spends time on network activity can log this as billable hours.
If that’s not possible, however, there are other ways organisations can recognise network participation. At Barclays, network leaders’ activities are linked to end of year performance reviews, which dictate bonuses and salaries as well as potential promotions. “Being able to demonstrate the work they do outside their day job is significant,” said Hannah Awonuga, global head of colleague engagement. And while it might not be extra salary, group chairs get points to spend on the bank’s internal rewards catalogue. Offering additional training or development opportunities to network leaders can also be an attractive perk.
3. Encourage collaboration
We all know the importance of taking an intersectional approach to diversity and inclusion, and this applies to employee resource groups too. Networks taking a siloed approach to their strand of diversity can arguably be just as damaging to an organisation’s sense of inclusion as having none at all. British Transport Police undertook some research looking at the challenges faced by various groups in the organisation, revealing that many barriers are shared across identities. Networks have since come together to sign an intersectionality pledge where they commit to work collaboratively. Dave Rams, a superintendent and chair of the LGBT network at BTP, said this was crucial in “giving us that link to other networks so we can give someone the advice and support they need, whatever that happens to be”.
A simple way to do this is to bring together network leaders on a regular basis to share insights and challenges. Auto Trader UK, for example, brings together leaders once a month. “There are so many different things they can guide or challenge each other on, they can get together on fundraising events for example, and make sure that what they’re doing is aligned,” explained Christos Tsaprounis, head of People & Culture.
4. Get senior sponsors on board
Having a senior executive amplify the voice of an employee network can be hugely valuable, but it’s crucial to ensure this sponsorship is both constructive and authentic. Stories abound of top management briefly showing up to a network committee meeting only to leave five minutes later without contribution. One thing that can help is providing sponsors with a toolkit to guide their involvement. “Hearing from under-represented groups and listening is the first thing, and leaders are often moved by these experiences to take action. One way to mobilise this is to offer a simple structure of support and guidance,” explained Nadine Dyer, respect and inclusion manager at Deloitte. This might be suggestions such as recommending diverse recruitment panels or ways to open constructive conversations about budgets.
Finding sponsors who are already engaged with a particular issue is another way to boost their potential contribution. At ITN, for example, 5 News editor Cait FitzSimons is sponsor for the social mobility network thanks to her own background and the barriers she faced in her early career. Equally though, being involved in a network can open sponsors’ eyes to different backgrounds and ways of thinking. Partners at law firm Eversheds Sutherland, meanwhile, build their knowledge of others’ lived experience, which means they can demonstrate more inclusive leadership behaviours.
5. Use their expertise
Increasingly, HR teams see the value of working with employee resource groups when building policies and workforce strategies. Rather than spending thousands on external consultants, an authentic voice from within the organisation can shape policies to ensure they reflect the needs of those they’re supposed to help. They’ve also been instrumental in building businesses’ hybrid working approaches, ensuring there is enough flexibility within them for all employees to thrive. At Norton Rose Fulbright, for example, resource groups have recently helped shape its parental leave coaching and carers’ leave policies.
Rob Neil, director of Krystal Alliance and experienced leader of networks in the civil service, said this relationship works best when everyone “has an authentic voice, with everyone on an equal footing, so we can say what we mean and follow through on our promises”. Having a framework in place can facilitate constructive conversations, as the Department for Transport found: “We needed to engage with the parameters and the framework set up by the Department, which gave us the legitimacy to work with them,” said Matthew Bamgbele, chair of the DfT’s Black staff and allies network.
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d&i Leaders is a global community of senior diversity, inclusion and HR focused professionals, looking to collaborate, network and accelerate their workplace inclusion strategy.