Ibotta Inclusion & Diversity

What are the keys required to establish a successful ERG program? 

First, establish a clear mission and goals. Before creating the <we>botta ERG, we spent a couple of months defining what we wanted our group to be. We aspired to create a space for people of color to connect and grow through shared experiences. Aligning on the mission and goals allowed us to focus our efforts on offering the most relevant and impactful programming, speakers and content. I’ve been extremely fortunate to work alongside amazing leaders who are passionate about creating a positive environment for people of color here at Ibotta.

Next, define roles and responsibilities. All members have a full-time role outside of the ERG that demands most of their time and attention. Empowering other team members to have a leadership role in the ERG ensures the group continues to progress. 

Then, collaborate. Meet regularly with other ERG leaders to discuss similar challenges, best practices and accomplishments that benefit each ERG. These are also good opportunities to discuss budgets, resources and partnerships. For example, May is Mental Health Awareness Month. Mental health impacts all employees, and ERGs can host a joint event during this month for multiple groups.

What are some common mistakes companies make when doing this, and how can ERG leaders avoid these pitfalls?

Lack of executive support. Having adequate executive support is required for these groups’ long-term success. Each of our ERGs at Ibotta has an executive-level sponsor. These sponsors help remove roadblocks, offer guidance and provide updates to our entire company during our weekly stand-up meetings. This gives each ERG an increased level of awareness throughout the organization and legitimizes the important roles these groups play.

Another mistake companies make is failing to dedicate specific budgets for ERGs. Providing content, such as workshops, guest speakers and morale events, adds up over time. Most ERGs would struggle to do any of these activities without an established budget. Setting the budget early allows ERGs to plan events and maintain momentum throughout the year. 

It’s common to identify one person as the leader of the ERG, jeopardizing the whole ERG. I’ve seen instances in which the leader leaves the company, causing the ERG to slowly fall apart. Having multiple leaders ensures the group can grow sustainably, regardless of membership. ERG leads have a lot of responsibility, so sharing duties across leaders keeps everyone fresh and motivated.

How do you maintain an ERG program and adapt it to meet the needs of employees while keeping engagement levels high?

It’s important to check in with your team a couple of times a year to make sure you’re covering topics that are important to members at that moment in time. We like to conduct our check-ins twice a year during our monthly meetings or through surveys. 

Throughout the year, engagement will fluctuate greatly. In times of low participation, the ERG leads should stay the course and maintain their commitment to providing interesting content that aligns with the group’s mission and goals. Another way to keep engagement high is to lean on some of your most active group members. We’ve held initiatives, such as “bring a friend” events, to increase membership. These active group members who are enjoying the ERG experience will often be your biggest advocates and promoters. New members that come in with a personal connection to someone and have an interest in your group will likely stick around longer and willingly participate in your activities and events.