Companies that encourage diversity aren’t just more enjoyable places to work; they’re also typically more successful.
Research from McKinsey & Company found that companies with more diverse and inclusive teams were 35 percent more likely to outperform a competitor.
Employees want this kind of workplace, too. Glassdoor found that two out of three candidates want to be part of a diverse workforce.
To get an inside look at how tech teams are building thriving employee resource groups as the backbone of their diverse workforces, Built In spoke with six ERG members and leaders.
Gusto provides small businesses with an HR, payroll and benefits platform that assists with team management.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
At Gusto, our nine affinity groups are a central part of how we build belonging and strengthen our business. These groups bring together members and allies around shared identities and experiences, guided by two co-leads, a community clerk and an executive sponsor who ensures the group’s perspectives are heard by leaders across the company. As program manager, I provide continuity, align their efforts with company priorities and make sure each group has the resources and confidence to lead. This structure empowers employees, fosters collaboration and drives meaningful impact across the organization.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
Our communities provide multiple ways for employees to communicate and engage, including Slack channels, monthly group meetings and a dedicated monthly touchpoint with me for all group leads. These forums provide us with a clear view of the overall culture, highlight areas where we can improve and enable us to adapt initiatives as needed. Employees’ ideas and feedback directly inform programs, policies and initiatives. As a program manager, I help ensure these conversations are productive, aligned with business priorities and drive meaningful impact across the organization.
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
Our ERGs create opportunities for employees to connect, learn and grow in ways that truly reflect the needs of their communities. Families with Gusto hosts mentorship circles and speaker events tailored to different family experiences, Juntos with Gusto offers sessions on financial literacy and Women with Gusto organizes virtual events like a breast cancer awareness walk. In one thoughtful initiative, the 40-plus with Gusto group provided resources for non-drinkers heading into the holiday season, ensuring all employees felt seen and supported. This is just a small glimpse into the work of our nine groups, whose engaged initiatives empower members and allies to build connection, share knowledge and contribute meaningfully across the company.
FirstBank serves as the technical force behind Colorado’s largest locally owned bank.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
FirstBank’s ERGs are all structured the same and are all 100 percent employee-led groups with an executive leader who acts a sponsor and advocate for the larger populace and culture. Each sponsor is assisted by the DEI team to support a leadership group, composed of at least five to 15 members generally in a management role or higher. These leadership groups will coordinate and curate diverse opportunities for members and all employees alike within the five main program pillars: culture awareness, community impact, educational, professional development, and networking. Some of our ERGs have one main sub-committee that is focused on actionable items and completion of projects. They generally are the main support while other groups use these sub-committees to oversee different pillar structures within the larger ERGs goals and missions. Each member, regardless of role within the group, is considered a representative of the ERG’s mission and the DEI values of the company. Not only with the larger ERG membership base, but also in their related business area to create awareness around the existence, purpose and how to engage with the culture of the group.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
Each ERG is 100 percent employee-led and we truly mean led by one of our own. While the DEI team oversees, guides, supports and directs these teams into a direction that is built on the foundations of DEI and how it relates to our ERGs members and company culture, we take every opportunity to listen to member feedback, and the group engagement spaces are treated as a space safe for give members to experience physiological safety as well as a sense of community. As the ERG spaces are all inclusive, we encourage allyship and expect the leadership members to lead by example and put their authentic self forward. If our leadership members are the individuals creating the comfortable space, then generally the members follow suit. Our DEI team has moderator authority to remove any comments we deem hurtful or inappropriate based on company policy. The feedback is where we collect ideas around how to serve the larger membership base and company. We consistently send out post-event and activity surveys, whole group member pulse surveys, and every other year, we send out a DEI-specific companywide survey, which focuses on the overall culture and populous feeling around a sense of belonging.
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
Our events and projects are something I’m proud of. We’re on track to complete about 34 events this year. I think the events and projects that were most impactful were activities like our Veterans ERG Retired Flag Collection and events like our Neurodiversity and Abilities ERG hosting an employee panel discussion about caregiving and our women in technology hosting technology networking experiences and many more. We ensure all the activities we do are inclusive to all employees and we encourage allyship and co-membership within our groups.
Our Women in Technology ERG was established early on in our programing and at the time of their inception, ERGs weren’t in existence at our company, so they really got the idea rolling. Their tenure to our overall programing has been monumental as we scale, develop and grow the programming structure around how these ERGs are impacting our company’s culture. They have been strategic in how they plan out their year of deliverables. Engagement has increased year over year.
Billions of dollars in commerce run through the Upside platform every year, and that value goes directly back to retailers, consumers and toward important sustainability initiatives.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
Upside’s ERGs are centered around shared identities, cultures and experiences. Each group has an executive sponsor and three-five co-leads, plus the support of our employee experience manager. Co-leads are responsible for the day-to-day management of the ERG, focused on group mission, programming and events and serving as primary points-of-contact for group members. Executive sponsors provide strategic guidance and advocacy for the group, to help ensure mission and vision can be fulfilled effectively.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
First, any employee can join and participate in the ERGs they identify with. If there is need or desire for a new group, any employee can submit a proposal for a new ERG to the employee experience team. Existing ERGs have various means of ensuring input and ideation from group members, such as periodic surveys to collect feedback and ideas, group meetings dedicated to brainstorming and requests, open Slack channels where any member can share their thoughts and direct line of communication with all co-leads, executive sponsors and the employee experience team.
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
Our ERGs provide programming, activities and events meant to unite people of shared identities, cultures and lived experiences — along with their allies.
Examples of ERG Programming at Upside
- Sponsored breakfasts/lunches during group heritage and awareness months to spotlight groups and promote visibility and education across the company
- Book clubs featuring books that align to group interests/experience
- Social gatherings to provide the opportunity to connect with members outside of regular, day-to-day work interactions
- Lunch and learns, panel discussions and webinars to provide education and support (e.g. “Benefits Deep-dive for Women and Families,” “Advocating for Yourself and Your Impact,” “Balancing Code and Care: How to Grow Your Career While Caring for Others”)
- Small group roundtables focused on topics of interest (e.g. culture and politics, career growth, mindfulness and self-care, etc.) to allow participants to share experiences, ask questions and support one another in open and safe spaces
By providing end-to-end payments capabilities, data-driven insights and financial products in a single solution, Adyen helps businesses achieve their ambitions faster.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
Our ERGs are employee-founded and employee-led, which drives the success and impact of the program. It’s not a top-down mandate; they’re really an organic movement that’s key to our culture and our broader people strategy. From an infrastructure perspective, we have dedicated resources for our global ERG program, which is composed of 10 communities. Our DEI team supports the program, ensuring consistency across each region, providing training and supporting any necessary resources. To ensure they’re relevant and accessible, each region is enabled to develop local chapters based on local team member interest. We have significant buy-in from senior leadership across the company and we also have executive sponsors in many regions. They actively champion our ERGs, provide counsel and create that crucial link between our ERG programs, senior decision-makers and the business itself. ERG membership is open to all employees and we encourage allies to join and participate. We really want to make sure we’re enabling this source of connection and education for the entire team.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
Adyen is a fairly flat organization and we really believe that everyone should have a say and that their voices should be heard. Our ERGs aren’t just social communities; they’re a vital space for employee perspectives and where feedback helps shape decisions across the business. Our ERG members are in ongoing conversations with our people team and leadership teams, meaning their opinions on new policies or initiatives actively shape how we move forward. They’re also a significant part of our annual culture and inclusion survey, which helps influence the company’s regional and global strategy – it also directly impacts the DEI strategy. We’re not just listening to feedback, we’re supporting our ERGs in making real, direct change in the business. Whether that’s thinking through employee benefits or professional development, we’re partnering with our ERGs to source feedback and partner on the decision-making process. Their voice is really central to every decision we make.
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
Our ERG initiatives aren’t just about building community, they’re about empowering growth and creating impact within Adyen and beyond. To highlight just a few examples: Our Women at Adyen ERG launched a cross-functional mentorship program in Amsterdam, pairing employees with senior leaders from different departments to support career development and connection across teams. Our Black at Adyen ERG partnered with our learning and development team to strengthen internal growth programs and introduced an ongoing speaker series featuring Black professionals who share their experiences as leaders. We also consider impact beyond Adyen; in June, we partnered with several other Dutch companies to participate in the NYC Pride March, where we brought our values to life and celebrated the communities our colleagues are part of. Ultimately, our ERGs remind us that inclusion isn’t a separate initiative — it’s a shared commitment that shapes how we connect and collaborate and reinforces a culture that empowers everyone.
Basis Technologies is a leading global provider of automation software designed specifically for enterprise marketers.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
Our ERG are structured to ensure they are both employee driven and supported by leadership at Basis Technologies. Each group is led by a leadership team made up of passionate volunteers who oversee programming, communications, membership engagement and community partnerships. The leadership teams work closely with the IDEA (Inclusion, Diversity, Equity and Accessibility) team and executive sponsors; executive leaders who provide strategic guidance, advocate for the group’s goals and help align ERG initiatives with broader company priorities. To maintain consistency and accountability, all ERGs follow a shared framework and annual charter that includes: our appointed ERG leads who coordinate activities and represent the group in cross-company discussions; leadership meetings to plan events, gather member feedback and identify opportunities to drive inclusion and professional growth; executive sponsorship and leadership engagement to ensure ERG insights are reflected in company policies, culture initiatives and decision-making; and lastly, support from the IDEA team, which provides resources, funding and visibility for ERG initiatives.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
Our ERGs play an active role in ensuring employees are represented in company decision-making. Each ERG serves as a direct channel between team members and leadership by collecting feedback, surfacing ideas and providing input on initiatives that impact our workplace culture, policies and business strategies.
How Basis Technologies’ ERG leaders share opinions and ideas
- Listening sessions and focus groups hosted by ERGs to gather perspectives on company programs or upcoming changes
- Creating surveys and feedback forums that invite all employees to contribute their thoughts on inclusion, equity and workplace initiatives
- Hosting company and community events and discussions where employees can collaborate across ERGs and departments to shape ongoing inclusion, diversity, equity and accessibility efforts
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
At Basis, our employee resource groups create meaningful opportunities for employees to connect, learn and grow together through a variety of initiatives and programs. For example, cultural heritage celebrations: ERGs host events recognizing months such as Black History Month, Pride, Women’s History, Jewish Heritage Month, Mental Health Awareness and Hispanic Heritage Month, featuring panels, storytelling sessions and cultural spotlights that foster education and community. All of our ERGs offer mentorship programs and professional development workshops that help members build skills, gain visibility and grow their careers within the company. Many ERGs partner with local organizations to give back whether through volunteer days, donation drives or advocacy campaigns aligned with each group’s mission. Lastly, ERGs regularly host safe space conversations, wellness check-ins, fireside chats and learning sessions that encourage open dialogue, empathy and understanding among colleagues.
Philo is a streaming TV service offering live and on-demand entertainment with cloud delivery and personalized recommendations.
Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?
Black @ Philo operates with collaborative leadership: Co-Chairs (Alexis Fagin and Nii Addy) provide strategic direction while functional leads manage design, finance and events/membership. This distributed structure prevents burnout and develops leadership across the team.
Several factors uphold our ERG. First, tangible executive support: a $6,000 annual budget and dedicated time during company gatherings show diversity work is business-critical. Second, our mission-driven approach — educate, celebrate, engage — ensures programming aligns with honoring the Black diaspora while fostering connection and healing. Third, cultural ownership: Black @ Philo is member-led and member-defined. Leadership provides resources but doesn’t control our narrative.
Our inclusive model welcomes allyship while centering Black employees and collaborating with other ERGs on intersectionality. Programming includes biweekly Tea Times — safe spaces for members to discuss various topics — and quarterly Black Apron virtual cooking sessions where members share favorite dishes while others follow along. This structure succeeds by combining cultural programming, clear infrastructure, leadership commitment and autonomy.
How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?
Black @ Philo is fundamentally member-driven. Employees shape ERG direction through surveys on various topics, voting on events and initiatives and open dialogue in our Slack channel where ideas flow freely. This isn’t top-down programming — it’s collaborative and responsive. Our popular Black Apron virtual cooking series, for example, originated as a member idea and became a signature program, showing how grassroots suggestions become reality.
Post-event feedback loops ensure continuous improvement, keeping programming aligned with what members actually want. Connection to company leadership happens through strategic pathways: one co-chair has direct representation with the executive team, while the other (Alexis) serves on the People team with direct lines to the DEI committee. This dual pathway bridges ERG member voices with both business strategy and organizational policy.
Cross-ERG collaboration with Los Philitos, AAPI, Women of Philo and others amplifies our influence, allowing us to present unified perspectives on company initiatives, recruiting strategies and workplace culture.
Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?
Black @ Philo fosters connection, learning and growth through culturally authentic programming. Quarterly Black Apron virtual cooking sessions unite members as they share favorite dishes — Southern comfort food, Caribbean, West African cuisine — while others follow along. This member-initiated program creates joy and intimacy. Biweekly Tea Times offer safe spaces for dialogue on workplace dynamics and shared experiences, building trust. Black History Month and Juneteenth programming explore complexities beyond surface recognition, educating our entire company. We sponsor members for events like AfroTech and National Black MBA conferences, investing in career development.
We have the ability to partner with Los Philitos, AAPI and Women of Philo to deepen understanding and strengthen advocacy around intersectionality.
These initiatives succeed because they’re member-led and authentic. Employees don’t just attend — they shape, lead and see their ideas become reality, fostering belonging that extends into daily work where Black employees bring their full selves.
