And research from Olivet Nazarene University shows that work friendships make employees more productive. Looking to form an affinity group at your company? Start by contacting human resources and let them know of your intentions—you may need to submit a formal pitch.
After HR gives the green light, create a clear definition of what will unite your affinity group and a mission statement that identifies the group's core values.
Then start recruiting colleagues that would make great additions to the group. An affinity group can help you love your job and make you feel part of a community. Does your current job lack in that area? Want to join a company that values a variety of voices? Join Monster for free today. We have loads of free resources that can help you fast-track your job search.
Thank you! You are now a Monster member—and you'll receive more content in your inbox soon. By continuing, you agree to Monster's privacy policy , terms of use and use of cookies. Search Career Advice. Benefits of Having Affinity Groups at Work These employee-led associations foster diversity and inclusion. Employees who do not feel welcome to join an affinity group or to attend its events may feel excluded—or even threatened—by this employer-backed organization.
Communication is key. Employers with ERGs should be sensitive and responsive to these concerns to ensure that all employees feel heard and that anti-discrimination laws are followed. Title VII of the Civil Rights Act of , for example, prohibits discrimination on the basis of sex, race, religion and national origin. Some employers have faced class-action civil rights lawsuits filed by white male employees alleging that they were fired—or suffered some other adverse action—because of their gender and race.
Some plaintiffs in such lawsuits have pointed to corporate diversity initiatives, like ERGs, as evidence of the discrimination they purportedly faced at the office. Although reverse discrimination claims are relatively rare and largely unsuccessful, employers should exercise forethought when implementing diversity initiatives. Employers can take several steps to support diversity initiatives and limit risk.
At the outset, affinity groups should be carefully structured to encourage sharing and mentorship without devolving into platforms for negativity. Some employers have found that an application process and charter requirement for ERGs clarifies the purpose of the group and helps participants focus on clear goals. Employers may also want to provide tasks for affinity groups to tackle, like identifying ways to improve the workplace. Keep in mind that any limits on ERG creation must be applied to all groups in a category.
For example, a ban on religious groups must apply to all groups with religious leanings. In addition, management should hold some sort of leadership position on affinity groups. A management representative, for example, may serve as a sponsor or liaison between group members and company leaders. The liaison can help steer discussions toward stated goals and business initiatives rather than allowing the group to focus on complaints. Management can also build a healthy foundation for ERGs by providing anti-discrimination training, including implicit bias training, for all staff.
This training can educate employees about the benefits of diversity and about everyone's role in counteracting their own biases. While ERGs require planning and ongoing participation, employers find that the benefits are well worth the effort. Affinity groups can help employers attract more diverse candidates, reduce turnover and increase employee morale.
Moreover, multiple studies have found that companies are likely to have above-average financial returns if they fall among the top quartile of their peers for diversity by race, ethnicity and gender. In short, affinity groups, managed wisely, can serve to attract and retain top talent, increase the bottom line, and build a healthy and thriving workplace culture.
You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page. Affinity groups are not new—they often happen at lunch or in dorms informally—but recently they have gained significant attention not only at Holderness but also in educational and sometimes even corporate communities nationwide.
Holderness has been considering affinity groups for a long time but is now building a program that recognizes that members of the community have different needs and need safe spaces to ask questions and find answers. We want to value the many identities that students bring to our campus. Affinity groups are gathering opportunities for people who share a common identity.
Affinity groups provide opportunities for people to connect with other people who share aspects of their identity, especially in situations in which aspects of their identity are in the minority or are marginalized. For the short time when the group is together, members of the greater Holderness community can find comfort in knowing that someone else has gone through what they are going through.
During their conversations, the girls have come up with strategies for supporting each other in the classroom and celebrating their common passion for STEM. Participating in affinity groups starts with a willingness to be vulnerable, to admit to not knowing all the answers but possessing the will to try. One has to care enough to engage in the process of trying to make things better. They must be willing to speak their truths. But it also takes a significant amount of thought and consideration.
Participants have to be willing to consider their world perspective and the ways that their community may be affecting them and also their own agency in the creation of that community. Affinity groups serve different purposes for different groups. The ways in which they are organized, the questions they consider, the outcomes they seek will vary from group to group.
In another example, this fall, Holocaust survivor Marion Blumenthal Lazan spoke at a special assembly and shared her experiences.
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