Underexplored and Insufficiently Structured- Employee Resource Groups (ERGs) as an Untapped Avenue for Nurturing New Talent, Enhancing Management, and Shaping Organizational Culture.
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Abstract
We conducted an assessment to gauge the influence of employee participation in an Employee Resource Group (ERG) on the acquisition and enhancement of soft skills. In response to the challenge of quantifying competence development, we put forth a tool for evaluation.
The findings indicate a positive impact of ERG involvement on soft skills development. However, certain soft skills necessitate targeted and structured learning, extending beyond the spontaneous interactions between management and new employees.
Our proposed paradigm introduces a multidimensional approach, expanding the role of ERGs beyond the integration of new employees. In this perspective, management and organizational culture become the focal points of development, with new employees serving as facilitators in this holistic process.
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