Employee Resource Groups (ERGs) were created to support and empower underrepresented employees—yet, ironically, they have become one of the clearest examples of disparate impact in the workplace.

Disparate impact refers to policies or practices that seem neutral but disproportionately affect certain groups in unintended ways. In ERGs, the very employees these groups were meant to uplift are often the ones carrying an unequal and unsupported workload—with no formal training, clear expectations, or structured processes in place.

The Disparate Impact of ERG Work

The reality is this: ERG work is work. And in most cases, it’s unsupported, undefined, and unequally distributed.

Underrepresented employees—who already face systemic barriers in the workplace—are often the ones leading ERGs. While ERG leadership is positioned as a “development opportunity,” it often translates into additional responsibilities with little guidance or structure. Meanwhile, employees who opt out of ERG work remain focused on their primary roles without additional obligations.

This leads to real consequences:

• Burnout & Overwork – ERG leaders juggle their day jobs and ERG responsibilities with no clear framework for workload balance.
• Stalled Career Progression – Time spent on ERG initiatives is often not factored into performance evaluations, leaving ERG leaders struggling to keep pace in their primary roles.
• Emotional Labor – ERG leaders are expected to educate, mentor, and provide “insider” perspectives on workplace culture—without additional support or preparation.
• Unequal Workload Distribution – The same groups who already experience workplace inequities (e.g., women, Black employees, LGBTQ+ employees) now also shoulder the weight of maintaining ERGs.

And when ERG leaders overstep—often unintentionally due to a lack of process, legal guidance, or company-defined expectations—they are the ones who end up in hot water. Way to sacrifice the people who cared the most!

ERGs Should Drive Employee Engagement, Not Serve as Internal Consultants

Somewhere along the way, ERGs started being positioned as business resources rather than employee-driven communities. Instead of being spaces for connection and development, they’ve been asked to:

• Review marketing campaigns with no training on brand or PR considerations
• Provide feedback on business strategies without a structured process
• Serve as focus groups with no clarity on how their input will be used
• Drive external brand engagement without legal safeguards in place

ERGs should not be treated as an extension of corporate consulting—they should be an extension of employee engagement. Their value lies in fostering belonging, increasing retention, and ensuring that employees feel connected to their workplace. Anything beyond that must come with training, structure, and clear guidelines.

Keeping ERGs Focused on Their Purpose

So, what should ERG work actually focus on? ✅ Creating Safe Spaces – ERGs should be places where employees can connect, share experiences, and foster community.
✅ Providing Professional Development – ERGs should offer career growth opportunities that benefit members directly.
✅ Encouraging Leadership Growth – ERG leadership should be a choice, not an expectation, and it should come with tangible career benefits.
✅ Driving Member Engagement as an Extension of Employee Engagement – ERGs should focus on strengthening workplace culture and community, not on acting as internal consultants for business functions.