Employee resource group excellence grow high performing ERGs to enhance diversity, equality, belonging, and business impact
"Approximately 90% of Fortune 500 companies now have employee resource groups (ERGs). Some have had ERGs for over 30 years. Other companies are just launching their employee resource groups. Organizations with ERGs tend to have between 6 to 8 of them. When organizations have ERGs, their minimum...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley
[2022]
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009645674406719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright
- Contents
- Introduction: The Milli Vanilli Syndrome
- Milli Vanilli
- Chapter 1 Beyond Food, Flag, and Fun
- The Current State of Employee Resource Groups
- The Very Heart of Diversity and Inclusion Efforts
- Employee Resource Group Basics
- Seeing Global ERGs as Simply Overseas Extensions of US Groups
- ERG Trends
- Alignment with Talent Management
- Underutilized Business Assets
- Metrics‐that‐Matter
- Succession Planning
- Skeptical Middle Management
- Narrowing ERG Ambitions
- ERG Leader Development
- Chapter 2 The Seven Deadly Sins
- Derailers That Prevent ERG Excellence
- Seven Deadly ERG Derailers
- 1. Big Picture Derailer
- 2. Pace of Change Derailer
- 3. Self-Serving Derailer
- 4. Rule-Breaking Derailer
- 5. Peers-Managing-Peers Derailer
- 6. Decision-Making Derailer
- 7. Poor-Leadership Derailer
- Chapter 3 Movers and Shakers
- Nurturing the Success of ERG Leaders
- Outline ERG Leadership Benefits
- Individual Contributor as ERG Leader
- Work Skills
- Time
- Values
- Individual ERG Coaching Sessions
- ERG Leadership Summits
- ERG Leadership Academies
- ERG Leader Competencies
- Effective Decision-Making
- Balancing Leadership Priorities
- Chapter 4 The 4C ModelTM
- A Holistic Approach Toward ERG Excellence
- Key Aspects of the 4C ModelTM
- Using the 4C ModelTM
- Chapter 5 Career Pillar
- Turning ERGs into a Talent Engine
- Professional Development
- Talent Pipeline
- Chapter 6 Community Pillar
- Collaboration and External Outreach
- External Outreach and Focus
- Collaboration Is Key
- Chapter 7 Culture Pillar
- Building a Culture of Excellence and Belonging
- Belonging
- Systems
- Measurement Strategy
- High-Performing Leadership Teams
- Consistent Operating Rhythm
- Organization Structure
- Chapter 8 Commerce Pillar.
- No Longer an Underutilized Business Asset
- Organizational Alignment
- Executive Sponsors
- Existing Clients
- Incremental Revenue
- Business Effectiveness
- Chapter 9 ERG Analytics
- Data‐Driven Insights
- Normative Database Mining
- ERG Leadership Roles Need to Be Highly Desired
- Appoint Your ERG Leaders to Top Grade the Role
- ERGs Are an Underutilized Asset
- Professional Development Across the Career Continuum Is Lacking
- ERGs Are Not Benchmarking Adequately
- Not All Business Units Value ERGs
- Career and Commerce Are Key
- Chapter 10 ERG Metrics‐That‐Matter
- Measuring ERG Impact and Excellence
- Key Measurement Principles
- ERG Metrics‐That‐Matter
- Chapter 11 High Performers and High Potentials
- ERGs and Talent Management
- ERG Ownership
- ERG Membership
- Leadership Development Mechanisms
- ERG Leader Competencies
- High Performance
- Business Credibility
- Strategic Mindset
- Ability to Develop Others
- Building Effective Teams
- Transitioning to an Appointment Process
- Executive Sponsor Buy-In
- Communicating the Reason for Change
- Alignment with Talent Management
- Chapter 12 Strategic Planning
- Using the Google Maps Approach
- First, Determine ERG Current State
- Next, Establish a Desired Future State
- Finalize Your Strategic Plan
- Chapter 13 Next‐Generation ERGs
- The ERG Excellence Manifesto
- About The Author
- Index
- EULA.
