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dc.contributor.authorLundgren, Andrew
dc.contributor.authorBerkoff, Rachael
dc.date.accessioned2020-11-17T15:58:07Z
dc.date.available2020-11-17T15:58:07Z
dc.date.issued2017-11-01
dc.identifier.other11321832
dc.identifier.urihttps://hdl.handle.net/1813/74445
dc.description.abstract[Excerpt] Employee resource groups (ERGs) are being utilized by 90% of Fortune 500 companies in their quest to create diverse and inclusive environments that reflect a changing workforce and marketplace. ERGs began as inward-looking affinity groups designed as safe spaces for underrepresented groups of employees and a means to recruit and retain diverse employees. ERGs are now becoming more strategic parts of the organization where their goals are mapped directly to the business’ objectives (Figure 1 highlights the evolution of ERGs). As these groups mature, businesses are now looking for new ways to utilize ERGs power and their diverse workforce to drive positive business results. Figure 2 highlights where businesses believe ERGs can have the most business impact.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjectHuman Resources
dc.subjectHR
dc.subjectEBRG
dc.subjectemployee business resource groups
dc.subjectfortune 500
dc.subjectERGs
dc.subjectworkforce
dc.subjectaffinity groups
dc.subjectdiverse
dc.subjectbusiness impact
dc.subjectrecruitment
dc.subjectretention
dc.subjectmentorship
dc.subjectsenior leadership
dc.subjectinclusion
dc.subjectgovernance
dc.titleIn What Ways do Employee Business Resource Groups Positively Impact the Company's Business Results?
dc.typearticle
dc.description.legacydownloadsIn_What_Ways_do_Employee_Business_Resource_Groups_Positively_Impact_the_Company_s_Business_Results.pdf: 1832 downloads, before Oct. 1, 2020.
local.authorAffiliationLundgren, Andrew: Cornell University
local.authorAffiliationBerkoff, Rachael: Cornell University


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