Employee resource groups as learning communities

Green, Wendy M.

doi:10.1108/edi-11-2016-0085

Cited by 24 publications

(14 citation statements)

References 34 publications

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“…The GLOW MERG serves as a “learning community” to assist employees with developing their leadership skills and attributes (Green, 2018, p. 634). Through dedicated facilitation of professional and leadership development sessions, the GLOW MERG used the GRIT framework as a mechanism to assist female employees with developing and reinforcing their knowledge, skills and attributes.…”

Section: Introductionmentioning

confidence: 99%

Using an employee resource group to develop GRIT in female healthcare leaders: a case study

Renner

Borgwardt

Coyle

et al. 2022

LHS

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Purpose This case study aims to demonstrate how the Greater Leadership Opportunities for Women (GLOW) Mayo Clinic Employee Resource Groups (MERG) has positively impacted leadership development focusing on growth, resilience, inspiration and tenacity (GRIT) and increased advancement for female leaders at Mayo Clinic. It will also establish how the innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT. Design/methodology/approach This case study design was used to measure the impact of the GLOW MERG’s interventions through qualitative and quantitative approaches that highlight both process and outcome to increase study validity through complementarity, which “seeks elaboration, enhancement, illustration, clarification of the results from one method with the results from another” (Greene, et al., 1989, p. 259) as well as completeness and context (Onghena et al., 2019; Schoonenboom and Johnson, 2017; Bryman, 2006). Learning outcomes (knowledge), skill accomplishments and attitude development were evaluated within two weeks after each session and annually through standardized surveys sent to participants via email. The surveys were designed to capture key information about the sessions, including the impact of the session content, the willingness and ability of attendees to apply the learning and identification of opportunities for improvement in session design and delivery, as well as measure satisfaction with the activities offered, the frequency and method(s) of communication, barriers to session attendance and particular topics or speakers of interest to members (Appendix 1). Response options included dichotomous scales, Likert-type scales, multi-select and free text. This provided a voluntary response sampling, as post-session surveys were sent to all session attendees and annual surveys were sent to all GLOW MERG members, which allowed individuals to choose if they would respond to the surveys (Creswell and Creswell, 2018). To foster an environment of continuous improvement, plan-do-study-act (PDSA) cycles (Langley et al., 2009) were conducted after every survey by the event planning team and the GLOW MERG Board. Interventions were tested, reviewed and discussed during monthly board meetings and event planning. Improvements were made and results were shared with key stakeholders through regular communication channels. Additionally, 30 past and present GLOW MERG leaders were surveyed to measure their perceived impact of participation in the GLOW MERG interventions using dichotomous scales, multi-select and free text responses (Appendix 2). This targeted purposive sample was selected because of their high level of engagement with the MERG to provide a retrospective evaluation of the success of the GLOW MERG, and its interventions for career advancement related to the development of GRIT attributes, knowledge and skills resulting in career advancement for those who are/have been highly engaged with the MERG. Findings The results spanning the past few years of GLOW MERG interventions has shown that the GLOW MERG has been successful in providing targeted educational events that address the GRIT knowledge, skills and attributes, needed for female health-care leaders to be successful in developing GRIT capabilities. By staying true to its mission and vision, the GLOW MERG has been able to promote, educate and empower female leaders at Mayo Clinic while actively breaking down the barriers that can prevent women from obtaining leadership positions. Research limitations/implications There are several limitations with this case study’s data collection and sampling methods. First, the post-session and annual survey sampling was based mainly on ease of access, with responses obtained from respondents who are more likely to volunteer or those with the strongest opinions. This allowed for potential bias as responses may not be representative of all GLOW MERG member opinions. Furthermore, the purposive sample of present and past GLOW MERG leaders was also subject to volunteer bias and may not have be representative of the GLOW MERG population. Additionally, the case study examined the practices of only one site and MERG group and may not be representative of all sites or employee resources groups. Practical implications The interventions implemented by the GLOW MERG to assist women with developing GRIT knowledge, skills and attributes – barriers women often face in leadership roles – were tested, reviewed and discussed during monthly board meetings and event planning. PDSA cycles were conducted, improvements were made and results were shared with key stakeholders through regular communication channels (Langley et al., 2009). Key lessons learned from these assessments include: One size does not fit all for leadership development. GLOW members have a wide variety of backgrounds, skills and experiences. Repetition is important in the development of GRIT knowledge, skills and attributes associated with GRIT. A one-time event provides attendees with an information overview and the steps to start developing a new skill but no dedicated time to practice and implement that skill. Originality/value The innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT.

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Section: Introductionmentioning

confidence: 99%

Using an employee resource group to develop GRIT in female healthcare leaders: a case study

Renner

Borgwardt

Coyle

et al. 2022

LHS

View full text Add to dashboard Cite

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“…The “sustainability” phase of disability inclusion generally includes convening working groups to align diversity commitments with actionable organizational policies or goals. Employee resource or affinity groups are commonly created to sustain a sense of community amongst people with shared social identities (Green, 2018). The groups may work alongside or under the direction of diversity and inclusion professionals.…”

Section: Introductionmentioning

confidence: 99%

Building, sustaining and growing: disability inclusion in business

Gould

Mullin

Harris

et al. 2021

EDI

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PurposeThe purpose of this paper is to analyze the unique and the complementary aspects of disability inclusion and diversity strategies and to offer insight for organizations to integrate disability within diversity frameworks.Design/methodology/approachThe research team conducted semi-structured interviews with diversity and inclusion “champions” from large businesses to learn about policies, practices and processes for fostering disability inclusion. The businesses have all received national recognition for supporting employees with disabilities.FindingsInterviewees described strategies to build, sustain and grow disability inclusion by framing disability similarly to other diversity categories. The champions suggested practices to improve disability inclusion initiatives within their organizations.Originality/valueThere is limited information on what organizations are doing to support disability inclusion in the workplace. This study builds on the existing literature and responds to calls for case information from business personnel to gather data about common and effective practices.

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“…, 2021a; Cross and Armstrong, 2008; Donnellon and Langowitz, 2009; cf. Green, 2018). The documents, interviews and workshops in our study confirm these roles.…”

Section: Findings: Micro-political Negotiation Strategiesmentioning

confidence: 99%

“…, 2021a; Cross and Armstrong, 2008; Donnellon and Langowitz, 2009; cf. Green, 2018). Network events include round table conversations, lunch meetings with invited speakers, mentoring circles, skills workshops and yearly or bi-annual organization-wide conferences.…”

Section: Introductionmentioning

confidence: 99%

Micro-political strategies in negotiating the role of women's networks in organizations

Gremmen,

Benschop

2023

EDI

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PurposeThe authors aim to contribute to current knowledge on women's networks in organizations by exploring the strategies employed by members of women's networks, Human Resources (HR) management and senior line management to negotiate the role of these networks in their organizations.Design/methodology/approachThe authors employ the theoretical perspective of micro-politics to analyze qualitative data they collected in an action research project using open-ended interviews and participant observation. The interviews were conducted with network board and active members, and members of their organizations' HR departments and senior management. Participant observation of the interviewees' interactions took place during facilitated workshops.FindingsAdding to the literature, the authors find that members of the different parties employ different micro-political strategies. Many senior HR and management members demand that the networks' activities contribute to the organizations' diversity aims and bottom line. They largely avoid strategic cooperation with the networks. Most network members, in turn, resist the restricted role of the networks as an instrument to realize their organizations' business case. They claim some freedom to independently decide on the networks' strategies and activities. They resist being attributed tasks and responsibilities that they consider to reside with their organizations. Moreover, they try to sustain cooperative relationships with senior HR and management in an advisory role.Originality/valueThe action research approach enabled the authors to contribute to existing knowledge and extend the micro-politics theoretical perspective to include the collective agency of members of organizational groups and cooperation between these groups.

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Employee resource groups as learning communities

Cited by 24 publications

References 34 publications

Using an employee resource group to develop GRIT in female healthcare leaders: a case study

Using an employee resource group to develop GRIT in female healthcare leaders: a case study

Building, sustaining and growing: disability inclusion in business

Micro-political strategies in negotiating the role of women's networks in organizations

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