Staff networks and voice
Staff networks, also known as diversity networks or employee resource groups, are voluntary intra-organisational groups of employees with shared identities formed to address the problems they face through mutual support and efforts to change the organisation. They are typically based on race, sexuality, disability, faith or gender.
Staff networks can do many things and have different purposes. They can be a safe space for members to share experiences and support each other; they promote the career development of members of the social group they represent and create networking and mentoring opportunities.
They can also be a vehicle for voice, raising issues with management on behalf of members and trying to influence organisational change to address these issues and support their organisation’s equality, diversity and inclusion (EDI) efforts.
Our research explored whether and how ERGs could function as an effective voice mechanism for women and employees from ethnic minority backgrounds.
Our research
Although staff networks are becoming an increasing presence in organisations and an important element of equality, diversity and inclusion (EDI) management, they are under-researched, particularly from a voice lens.
Staff networks are seen as potentially providing a voice for under-represented employees but there is a lack of consistent evidence about their actual role as voice.
Our qualitative study addresses this gap by investigating the processes and circumstances that support staff network voice, and their outcomes in terms of influencing organisational change.
Through 40 qualitative interviews with EDI officers and staff network chairs in the public and private sectors, our research uncovered the unique role staff networks can play in representing the collective but specific interests of minoritised groups of employees.
This study allowed us to identify the organisational processes and circumstances that enable staff network voice.
This allowed us to develop a self-assessment tool for staff networks that serves as a diagnostic instrument for organisations and staff networks to evaluate the various dimensions that contribute to a staff network’s success from a voice perspective.
It not only provides scores for each dimension but also offers actionable feedback to enhance the voice of staff networks and enhance their contributions to their organisation’s strategy.
The project's findings
Our research identified the key dimensions of staff network voice Capabilities. These are the dimensions that enable understanding why and how staff networks can function as an effective voice mechanism for the groups they represent.
Key dimensions of staff network voice:
Staff networks serve multiple purposes, from offering a safe space for shared experiences to promoting career development and networking opportunities. However, for these networks to drive change, it’s crucial that they prioritise "voice" as a central purpose.
Networks that view themselves, and are recognised by their organisations, as agents of change are more likely to contribute to a more inclusive, diverse, and equitable workplace. Voice purposes may vary, including raising specific group issues, leveraging collective strength, participating in decision-making, and influencing the EDI agenda.
Effective voice processes involve clear communication channels with management, allowing staff networks to influence organisational decisions. These channels can be formal (e.g., EDI forums, senior sponsors) or informal (e.g., ad hoc conversations, emails). Additionally, links to other official voice mechanisms, such as works councils or trade unions, can further amplify the network's influence.
The effectiveness of a staff network’s voice is measured by its contributions to the organisation. These can range from specific initiatives, like implementing a menopause policy or creating well-being spaces, to broader strategic impacts, such as shaping HR policies, leadership training, and EDI strategies.
Voice processes alone aren’t enough; they must be backed by robust organisational support. This includes operational support, such as allocating time for network activities and all the work involved in running the network as well as providing budgets for events, training and expert advice.
When senior leaders are genuinely committed to Equality, Diversity, and Inclusion (EDI), staff networks are more likely to influence positive change within the organisation. However, if leadership commitment is lacking or is superficial, even well-established voice channels may be ineffective.
Leadership support helps to secure necessary resources, such as time and budgets, for the networks. Additionally, line managers play a vital role in enabling network members to participate in activities and committees, further contributing to the network's ability to drive change.
Effective self-governance is crucial for staff networks to thrive. This involves establishing clear terms of reference, setting objectives, and organising activities. Networks that are well-structured, with subgroups or managing teams, can participate in more forums and increase their influence on organisational change.
The Staff Networks Voice Capabilities Self-Assessment Tool
Our research culminated in the creation of the Staff Networks Voice Capabilities Self-Assessment Tool—a diagnostic instrument designed to evaluate and enhance the voice capabilities of staff networks. This tool provides scores across various dimensions and offers tailored feedback to help organisations and networks strengthen their role in fostering inclusive workplaces.
The link below will take you to the tool. Before you reach it, you will be asked a few questions about yourself and your organisation. You can remain anonymous if you so choose.
We collect this information so we get an idea about how the Staff Networks Voice Capabilities Self-Assessment Tool is being used. Please note that we do not collect data on your responses to the Staff Networks Voice Capabilities Self-Assessment Tool. Your results will be available only to yourself and whoever you choose to share them with.
We hope you find this tool useful! Do contact us if you have any questions, comments or would like to get involved in our research.
Our researchers
Dr Isabel Tavora
Dr Isabel Tavora led the study and is a Senior Lecturer in Human Resource Management and a member of the University of Manchester’s Work and Equalities Institute. Isabel’s research explores how labour market actors and institutions can support decent work and equality. She is committed to engaged research, which aims to develop the knowledge needed for socially responsible, fair and egalitarian employment and social policy.
.jpg)
Dr Imran Saqib
Dr Imran Saqib is a Lecturer in Human Resource Management and Employment studies and a member of the Work and Equalities Institute. His research focuses on exploring the implementation of established HRM practices in developing settings and employee voice on social media and EDI issues.
Dr Saleema Kauser
Dr Saleema Kauser is a Senior Lecturer in Business Ethics and Strategy at Manchester Business School, specialising in strategic management and business ethics. Her research focuses on gender inequality, women in management, and the influence of religion and spirituality on business. Dr Kauser is also a board member for the Pankhurst Trust and Manchester Women's Aid, contributing significantly to leadership and equality initiatives for women.
