How to use ERGs to empower and support frontline employees

ERGs offer a structured way for companies to listen to employees, understand their needs, and address key challenges. Omnia Helbah, Director of Equity, Diversity, and Inclusion at Compass Group Canada, emphasized that “ERGs are the voice of the employee and the listening ear for the organization.”

Helbah underscored the power of using the “Listen, Learn, Act” model: Listen to the concerns of frontline employees, learn through workshops and training, and act on solutions that resonate with the workforce.

Aminata Kamara, HR Business Partner Principal, SAIC, advised ERG leaders to survey members at the start of the fiscal year to understand their needs and preferences. This helps in designing programming that is beneficial and accessible to most members.

By offering employees a platform to share their experiences, ERGs also provide a feedback loop that senior leaders can use to improve workplace practices and create a more engaged workforce. Involving leaders in ERG activities — whether as sponsors or participants — gives them new ways to relate to employees.

One of the main challenges in leveraging ERGs for frontline employees is finding ways to engage them effectively. This is especially true in industries like manufacturing, construction, and retail, where shift work and limited access to email and other digital communications can make participation difficult.

Michelle Berrett, Senior Automation Technician at Pfizer, discussed the need for flexible and creative solutions to engage these employees, such as scheduling events during lunch hours or shift changes and using various mediums like posters or verbal announcements during stand-ups.

Local onsite leadership support, especially from middle managers, is crucial to help create space, time, and access for all employees to participate. Vivian Yoanidis, Senior Manager, Diversity, Equity, and Inclusion, Hydro One emphasized the importance of equipping supervisors with practical tools, such as FAQ guides and regular field manager meetings, to help them effectively support and champion ERG frontline participation.

Additionally, companies can make ERG activities more exciting and appealing to employees by offering simple, tangible incentives. As Devendree Ankiah, ERG Team Leader and VP of Corporate Social Responsibility at Rockwell Automation, noted, “Something as easy as providing snacks at events can help create community and make employees look forward to them.”

Frontline employees often feel that inclusion efforts don’t apply to them — but ERGs can change that. ERGs offer safe spaces where employees can share stories, build relationships, and feel seen.

Mike Smith, Well Superintendent – Clair Ridge, North Sea, bp, emphasized the power of bold, clear messaging to invite participation and convey purpose. He also encouraged ERG leaders to connect inclusion initiatives to real-life experiences and safety — making inclusion relevant and tangible for frontline workers who may be skeptical.

 If facing pushback from rural environments, Jennifer Gewurz, Chair, Inclusion & Diversity, Siemens Energy recommends sharing information anonymously and without pressure. This approach can help foster understanding around ERGs and sensitive topics by reducing resistance and encouraging open-minded listening.

Allyship and cross-functional relationships also flourish in ERGs. Maria Peri, DEI Leader at Cargill shared that their women’s ERG became a platform where frontline employees could connect over shared experiences, and men colleagues began to lean in as allies, learning how to better support their peers. 

Employees engaged in ERGs have opportunities for personal and professional growth, often gaining access to senior leaders and visibility across the organization. Ankiah highlighted how her participation in ERGs allowed her to expand her skill set beyond her current role.

“Being part of an ERG meant I was connected, not just in South Africa where I’m based, but the wider global organization,” she said. ERG involvement allowed her to develop leadership skills in a low-risk environment, explore new career opportunities, and gain exposure to senior leaders. This ability to “try out” different roles, whether in leadership, outreach, or other areas, gives employees a unique opportunity to develop new competencies in a safe space.

For frontline workers, who may not always have access to leadership opportunities or professional development programs, ERGs can provide a critical pathway for growth. This not only benefits individual employees but also strengthens the organization by cultivating a more skilled and engaged workforce.