PROFESSIONAL DEVELOPMENT
‘We believe that we’re able to support women and encourage discussions around diversity and inclusion — while still being relatable to a majority of our workforce.’
KIM TULLOCH, P.ENG. Team Lead, BP Sunrise Surface Facilities
ERGs also provide employees with professional and personal growth opportunities through access to mentors, training, seminars, networking events, and other activities. ERG events: • help employees acquire skills to improve job performance and more effectively manage their careers • create an environment for making informal connections and building relationships • connect similar employees across an organization that may not otherwise interact • create bonds that bring about inclusiveness Connecting employees across business units and company work locations helps break down silos. That has certainly been Ms. Thorp’s experience in Suncor’s Women’s Diversity Initiative. “Women working in Suncor’s major projects business unit face unique challenges. Not only is the organization made up of engi- neering, construction, and project management roles traditionally held by males, but in their roles, women often interact with both internal and external organizations that are also male dominated,” explains Ms. Thorp. “The group’s participants feel that there is a real benefit in networking with women in the same business unit, facing similar challenges, and building new relationships with a variety of colleagues.”
• Create a strong business case, including a budget • Establish clear goals • Generate a mission statement, objectives, and guidelines • Establish the group’s leadership, including corporate sponsorship, a senior leader champion, or both • Establish the membership composition • Determine the types of activities your group will undertake • Identify metrics to assess the impact of your group’s work and how you will report to your executive sponsor or human resources department. Organizations may experience challenges establishing an ERG. For example, Suncor’s women’s network got off to a slow start — initially, its importance wasn’t fully understood. But open commu- nication with all employees, with messages coming from group and senior leaders, has helped it achieve success. “With continued communication, we’ve seen a raised aware- ness by leaders on unconscious bias, and an increased effort to retain and develop female employees,” says Ms. Thorp. Today, the group is going strong. Its goals for 2016 include supporting the corporate goals of increasing diversity across the organization, and providing training to leaders on the benefits of diversity and how to overcome unconscious biases. “We’ll continue working with senior leadership to further the conversation regarding workforce diversity,” she says.
ESTABLISHING AN ERG
A group of employees with a common goal often comes together to establish an ERG. Requesting corporate sponsorship or involving a senior leader can give the group traction and help smooth the way. Consulting with human resources or other departments already focused on diversity and inclusion can help increase support for the group’s ideas. In some cases, senior leaders establish an ERG, demonstrating that they recognize the value of an ERG and view the group as an opportunity to meet organizational goals.
MORE INFO Already a member of an ERG and want to find out more about
joining APEGA’s network? Interested in creating one? Or just in need of more information? Contact: Hana Marinkovic Assistant Director, Outreach & Product Services hmarinkovic@apega.ca
PLANNING AN ERG? HERE ARE SOME TIPS
• Determine how the group will fit within the culture of your organization
34 | PEG SPRING 2016
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