Korn Ferry's Global Employee Resource Group Survey
New global research on how employee resource groups influence engagement, retention, talent strategies, and business performance.
What We’re Seeing in Employee Resource Groups
For many Chief People Officers, employee resource groups (ERGs) sit at the intersection of culture and performance.
They help people feel connected at work. They strengthen belonging and engagement. And increasingly, leaders expect them to support broader business priorities, like innovation, growth, and risk management.
But many organizations lack operational support, rely heavily on volunteer energy, and struggle to measure ERG impact or connect ERG activity to business goals.
Korn Ferry partnered with Dr. Robert Rodriguez, president of DRR Advisors and author of Employee Resource Group Excellence, to explore how ERGs are evolving. The survey gathered insights from ERG leaders, sponsors, and managers across 250 organizations spanning five regions and 10 industries.
The findings show where ERGs are delivering results, where gaps remain, and how leaders can strengthen their impact.
Highlights from the report:
- ERGs are evolving: 4 in 10 organizations made some adjustments to their ERG’s language, framing, or branding last year.
- Resilient, but not fully ready: 67% of organizations reported no significant changes to their employee resource groups. However, just 13% feel highly prepared for what’s ahead, and more than half (53%) did not believe their organization provides adequate training for ERG leaders.
- Energy boosters and a proxy for company culture: 78% report increased employee engagement through ERG involvement, and 82% say participation in ERGs strengthens employees’ intent to stay.
Untapped opportunity: Just 8% said their ERGs are being leveraged as strategic resources to address business challenges.
Explore the full findings in Korn Ferry’s Global Employee Resource Group Survey.
