Six Stages of ERG development 

UT Dallas > Office of Human Resources > Employees > Employee Resource Groups > Six Stages of ERG development 

(by Linda Stokes)

Note: The tasks, activities, attitudes, and behaviors in the life cycle described below are not requirements but are meant to serve as guidelines for the development of your ERG.

Stage: Start-up

At this stage, a basic ERG structure is put into place. Roles and responsibilities are defined, ERG leaders are selected, and business focus areas may be determined. The work during this stage is done with much anticipation and enthusiasm.

Tasks & Activities

  • ERG named and structure determined
  • ERG’s purpose, mission, vision, goal, and objectives defined
  • ERG charter developed
    and approved
  • ERG leader and ERG member roles are defined
  • Role of ERG organizational leadership and other stakeholders defined
  • Member outreach
  • Ground rules and group norms are established
  • Communication plan developed
  • Team building and diversity education
  • Organization kick-off

Attitudes & Behaviors

  • ERG named and structure determined
  • Senior leaders are actively involved in all stages of planning
  • Group members work on getting to know each other
  • Decisions made in a collaborative manner
  • Work approached with anticipation, enthusiasm, and excitement
  • Members of the organization at all levels support ERG start-up

Stage: Creating and Implementing

At this stage, a basic ERG structure is put into place. Roles and responsibilities are defined, ERG leaders are selected, and business focus areas may be determined. The work during this stage is done with much anticipation and enthusiasm.

Tasks & Activities

  • Support obtained from across the company
  • A work plan was developed and implemented
  • The budget established and approved
  • Key business programs and initiatives proposed and approved
  • Communication plan implemented

Attitudes & Behaviors

  • Some group “storming” begins as members work through understanding their various working and leadership styles.
  • Interpersonal conflict may begin to surface as the team defines its behavioral norms.
  • Some disagreement on how to meet goals
  • Work still approached with excitement and enthusiasm
  • Senior leaders and middle management are engaged and involve­­d

Stage: Peak Performance

The ERG communicates progress toward results on an ongoing basis. Group norms have been established.

Tasks & Activities

  • ERG best practice information obtained and communicated
  • Programs and initiatives evaluated
  • Progress tracked, measured and reported

Attitudes & Behaviors

  • Issues and conflicts addressed
  • Knowledge and expertise shared among members
  • Open and honest communication
  • High degrees of trust within the group

Stage: Slippage

The ERG begins to experience a slip in its performance. Trust typically turns to distrust in this stage, and there is general fatigue and low morale.

Tasks & Activities

  • Completion of tasks begins to diminish.
  • Inconsistent internal and external communication
  • ERG can’t manage business demands

Attitudes & Behaviors

  • Decline in member meeting attendance
  • Members become confused about their roles
  • Individuals redefine their roles based on their circumstances
  • Unresolved team conflict
  • ERG leader does not manage members or ERG business well
  • Senior leadership does not respond to ERG requests; it is essentially missing in action
  • Managers and supervisors do not demonstrate support for ERG members
  • Members of the organization do not support ERG programs and events

Stage: Dormancy

The work of the ERG is nonexistent.

Tasks & Activities

  • Side conversations occur among members who desire to re-ignite support and reactive the ERG to help meet business needs.

Attitudes & Behaviors

  • ERG budget is submitted and not approved
  • ERG members disband

Stage: Rejuvenation & Restructure

During this stage, new leadership typically reins to resurrect the ERG from its inactive state. ERGs experience a resurgence of enthusiasm after looking hard at where they are, examining contributing factors that have led to being in this state and deciding to chart a new course with redefined goals.

Tasks & Activities

  • Select new leadership
  • Assess ERG structure and performance to identify what worked well and what should be changed.
  • Revalidate mission, vision
  • Modify goals and objectives
  • Revalidate Charter
  • Select new members
  • Launch new ERG structure

Attitudes & Behaviors

  • Senior leaders actively involved in ERG restructure
  • Other key stakeholders are actively involved and supportive in the early stages of restructuring
  • Work approached with anticipation, enthusiasm, and excitement but with some caution