In the past, ERGs have traditionally been focused on personality traits or characteristics for underrepresented groups, for example women, sexual orientation, gender, etc.
For the past 30 years, ERGs have helped a diverse range of groups obtain a voice within large corporations.
ERGs got their start when Joseph Wilson, the CEO of the Xerox Corporation took action after the 1964 Rochester race riot.
He and his black employees formed the first caucus group in order to address the issue of discrimination and to help create a fair corporate environment.
Archived company emails from 1993 include homophobic language and LGBT employees describing harassment and violence at HP.
It was common for early members to feel nervous about speaking up to management about their minority status for fear of seeming like a troublemaker or having an individualistic mind-set.
In addition, ERGs often provide resources for professional development, fostering a learning environment for better company contributions.
Talent acquisition, communication with executives, culture awareness and change, and development are at the core of ERG functioning.
ERG members may personally benefit from leadership and diversity training, mentoring, professional development, and skills workshops uniquely tailored to group goals.
On the company scale, ERG members may provide diverse perspectives on marketing techniques, participate in product development evaluations, and communicate with executives through advisory panels.
Outside the company, many ERG members advocate for larger cultural and social goals, whether for LGBT community support, multicultural rights, workplace equality, or political activism.
In addition, community service has been noted as a significant part of ERG activity; this enhances company reputation while fulfilling personal goals of the employees.
ERG councils are one form of leadership within companies to collaborate among groups; this is growing in large businesses globally.
When ERG participation is rewarded in some way, whether through intrinsically motivated accountability standards or external benefits, engagement grows.
In terms of accountability, peer or leadership review, business sponsorship, and elected membership serve as motivating factors.
This awareness benefits the members of the ERGs and other employees within the company to promote a productive and inclusive work environment.
Diversity is important in contributing to the overall wellbeing of a workplace, and employees can find support within ERG's that align with their backgrounds and experiences.
Because these management personnel have the ability to affect promised jobs and bonuses, there are situations that have the potential to arise in which ERG participation leads to discrimination.
[8] To combat this potential disadvantage to ERGs, some believe it is necessary for them to focus on gaining trust, joint learning with management, and forming alliances in order to promote change.
It is found that ERGs would be more influential if they supported one another in the promotion of diversity within the workplace, but this empathy often does not happen because of the inherent difficulties that it poses.