ERGs are being asked to deliver strategic impact more than ever before. In this article we explore the key challenges and opportunities facing networks around the world and discover how to strengthen their influence and value.
Employee Resource Groups (ERGs), networks and communities* play an increasingly important role in organisations around the world. They strengthen belonging, amplify employee voices, and support more inclusive workplaces. But while their purpose is universal across organisations of all sizes, the challenges they face are not.
From budget pressures to resource constraints and governance challenges, ERGs are navigating a rapidly changing global landscape. So, what are the biggest challenges facing ERGs in different regions and how are organisations responding?
To find out, we spoke with our regional experts: Scott Boardman in the USA, Fiona Jackson in EMEA and Nikki Davies in APAC. Here’s what they’re seeing on the ground.
EMEA: Making the Business Case
Across EMEA, time has become the biggest constraint for ERGs. As organisations restructure and reduce costs, ERG leaders are left with fewer volunteers and less capacity to deliver meaningful initiatives.
At the same time, a stronger organisational focus on performance means EDI and People teams are increasingly expected to prove commercial value. Where the link between belonging and business performance hasn’t been clearly established, ERG activity can be viewed as a “nice to have” rather than a business imperative.
In response, organisations across EMEA are sharpening their business case. Successful ERGs are aligning objectives with organisational priorities and demonstrating how their work contributes to talent, culture and performance. Encouragingly, despite the pressures, interest in establishing new ERGs continues to grow.
US: From Community to Strategic Impact
In the US, many organisations are reducing ERG budgets and scaling back programming. And rather than positioning ERGs as strategic partners, some companies are treating them primarily as employee communities.
This shift has left many ERG leaders questioning how to maintain engagement and demonstrate impact beyond events. At the same time, organisations are reviewing ERG language to ensure groups are clearly positioned as open and inclusive for all employees.
The opportunity lies in repositioning ERGs as drivers of business outcomes. Many are placing greater emphasis on leadership development, employee voice, culture and engagement. Another emerging trend is the introduction of civility into inclusion strategies, encouraging respectful dialogue, curiosity and accountability as foundations for inclusive workplaces.
APAC: Turning Regional Insight into Impact
In APAC, the challenge for ERGs is less about commitment and more about autonomy. Regional ERG leads often lack decision-making authority and control over budgets, with priorities determined by global headquarters that may not fully understand local cultural and organisational complexities.
As a result, many ERGs default to surface-level activities because more impactful initiatives are difficult to implement. Limited resources, combined with a decline in senior level regional roles focusing on diversity, equity and inclusion, can make it difficult for local leaders to influence strategy or advocate effectively for regional needs.
As culture, talent, and people functions absorb the diversity, equity, and inclusiveness remit, organisations across Asia and the Pacific region face both risks and opportunities. While integrated roles can embed inclusion more deeply into organisational culture, they also require investment in capability and regional expertise if ERGs are to reach their full potential.
A Shared Challenge
Although the pressures vary across regions, the direction of travel is consistent. ERGs are being asked to demonstrate greater strategic impact while operating with fewer resources, less time and in some cases, reduced organisational support.
The organisations seeing the greatest success are those that move beyond viewing ERGs as event organisers or employee communities. Instead, they position them as strategic partners that strengthen belonging, develop leaders, amplify employee voice and contribute to business performance – as the Radius 2026 Global ERG Impact Report shows.
As expectations evolve, the future of ERGs will depend not only on the passion of their volunteers but also on the commitment of organisations to invest in their long-term success.
* Employee Resource Groups (ERGs) – also commonly known as Business Resource Groups (BRGs), employee networks or affinity groups – are employee-led communities that bring people together around shared identities, interests or experiences. They foster connection, inclusion and belonging while helping organisations build stronger cultures, amplify diverse perspectives and support personal development. For simplicity, we use the term ERG throughout this article to refer to all of these groups.
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