Measuring ERG maturity is a critical component of building a thriving and impactful ERG program. As ERGs grow and mature, so too do their activities, challenges, and needs. To meet these changing needs, organizations must be able to accurately assess ERG maturity and address any potential gaps that may exist.
Ergtopia’s ERG Maturity Model™ outlines core activities that ERGs typically engage in across four stages of maturity: Forming, Growing, Driving, and Transforming. Based on research and input from ERG leaders, program managers, and the ERG Advisory Board, our ERG Maturity Model™ provides a simple yet actionable framework for assessing and benchmarking ERG maturity.
Forming
This stage is about building a strong foundation for success. While much of this work continues throughout subsequent stages, the bulk takes place within the first year of formation.
ERG activities in this stage can include:
Developing your ERG’s purpose, mission, and charter
Goal setting (short–term and long-term)
Finding an executive sponsor
Recruiting initial members and raising awareness of the ERG
Assembling a leadership team
How organizations can support:
Providing guidance on how to start an ERG and develop a charter
Supporting ERGs in goal setting
Connecting ERGs with prospective executive sponsors
Providing guidance on establishing a leadership team, including succession planning
Growing
This stage is about putting purpose to action, growing membership, and establishing influence. Much of this work begins to take root during the formation stage, with the bulk occurring within the first two years.
ERG activities in this stage can include:
Recruiting new members while engaging existing members
Developing a strategy for implementing your ERG’s purpose and mission
Hosting events such as networking mixers to attract new members
Identifying two to three critical success metrics aligned to the strategy
How organizations can support:
Providing communications support, such as templates and guidance on appropriate channels, points-of-contact, etc.
Providing funding where needed to support ERG growth and engagement
Creating guidance on developing and reporting metrics
Meeting regularly with ERG leaders to understand current challenges and opportunities
Driving
This stage is about driving actionable value and impact, building upon the momentum from the Growing stage and living the ERG’s purpose. The Driving stage can be the longest of the four stages, and it is during this stage that ERGs may encounter a “plateau,” where engagement and energy seems to wane. Not only is this a normal part of the ERG maturity process, but it is an indicator that the ERG may be ready for the Transformation stage.
ERG activities in this stage can include:
Providing input to the organization on key DEI initiatives and efforts that align with your ERG’s purpose
Hosting regular meetings and maintaining a regular cadence of communications with members and employees
Providing regular updates to your executive sponsor and program management on ERG activities and reporting metrics
Collaborating with other ERGs from within the organization to drive greater impact and visibility on shared priorities
How organizations can support:
Establishing a working group or advisory board made up of ERG leaders and other stakeholders, with the purpose of providing feedback to the organization and guidance on DEI initiatives and workstreams
Developing a central database of ERGs and points-of-contact to help facilitate collaboration and communication among groups
Connecting experienced ERG leaders with those who are less experienced to promote shared learning and knowledge exchange
Transforming
This stage is about transforming impact and value by realigning the ERG’s strategic vision to the broader organization, community, and business priorities. This stage often emerges as ERGs reexamine their purpose and seek to reinvigorate the value they bring to their members, the organization, and the business.
ERG activities in this stage can include:
Embedding the ERG into core talent processes, such as recruiting, onboarding, and leadership development
Representing the organization externally, such as at trade shows or conferences
Partnering with the organization to create development opportunities for underrepresented professionals and aspiring leaders
Reporting ERG metrics and progress to senior leadership on a regular basis
How organizations can support:
Engaging ERG leaders in discussions around process improvement and provide opportunities for ERGs to become involved
Sharing opportunities to attend recruiting events, trade shows, or conferences with ERG leaders on a regular basis
Providing opportunities for ERG leaders to leverage leadership skills to advance their careers through stretch assignments, rotations, fellowships, etc.
Applying the ERG Maturity Model™
Please note that ERG maturity is not a strictly linear process and that some ERGs may be engaged in activities that span multiple stages. The intent behind the ERG Maturity Model™ is to provide high-level guidance to help ERG leaders and program managers better assess their ERG priorities and maximize positive impact.
Supporting resource
Download the ERG Maturity Model guide to help you navigate each phase and self-assess your ERG's progress
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