The Rise—and the Challenge—of Modern ERG Programs

Employee Resource Groups (ERGs) are internal communities formed by employees around shared identities, experiences, interests, or lifestyles. Also known as Employee Networks, Affinity Groups, or Inclusion Groups, ERGs scale employee engagement for niche communities within the organization. More than just culture drivers, ERGs function as an internal, community-based marketing tactic—building brand affinity from the inside out while driving connection and personal and professional growth at scale.

For clarity and consistency, we refer to all of these groups as ERGs within the context of the ERG Movement Model. In the wake of 2020—and the rise of corporate activism in response to the Black Lives Matter movement—many companies launched or formalized their ERG programs. The COVID-19 pandemic further highlighted the need for belonging and community, accelerating the push for internal spaces of connection. But while ERGs were given visibility, budgets, and sometimes even expectations, they were rarely given a real framework for success.

In an effort to remain “employee-led”—combined with limited time dedicated to setting up a strong foundation and a lack of clear resources on what that foundation should be—many ERG programs were launched without the basics: a clear definition of success, documentation of core processes, or even a method for data collection. While ERGs were often launched under a single program umbrella, the responsibility for execution quickly shifted to the individual groups. Each ERG was expected to create its own mission, goals, and—often—its own strategy, documentation, governance structure, and way of operating. All of this was managed by volunteer leaders, resulting in inconsistent experiences, burnout, and confusion around the program’s true purpose and value.

The Consequences of Rushed and Unsupported ERG Launches

In the aftermath of rushed launches and under-supported rollouts, many ERG programs are now grappling with the consequences: burned-out leaders, low engagement, and mounting pressure to prove impact. As a result, ERG program managers and business leaders alike are actively seeking frameworks that make this work not only better—but easier. They’re looking for a methodology that simplifies expectations, supports growth, and brings structure to what has often felt like chaos. That’s exactly what the ERG Movement Model is designed to do.

Introducing the ERG Movement Model: A Business Framework for ERG Success

Introduced in 2022 by Maceo Owens, Founder of The ERG Movement, the model offers a clear, phased approach to building and scaling ERG programs. It doesn’t follow the traditional progression from Affinity Group to ERG to Business Resource Group (BRG), nor does it rely on pillars as a strategy. Instead, it parallels the stages of a successful startup—emphasizing strategic growth, operational efficiency, and execution grounded in a clear purpose and strong foundation.

This is not a theory. The ERG Movement Model is a business development framework reimagined for ERG programs. It applies time-tested principles from the world of entrepreneurship and business growth to the ERG space, giving programs the same level of structure, scalability, and strategic clarity seen in thriving businesses. It outlines five stages of development—Infancy, Early Adolescence, Mid Adolescence, Late Adolescence, and Maturity—each with its own challenges, milestones, and success indicators.

More than a roadmap, it brings clarity. The ERG Movement Model gives leaders the ability to understand what success looks like year over year—and the confidence to communicate it. But applying this model requires a shift in mindset. Leaders must be willing to let go of outdated assumptions about how ERGs should function and adopt a more strategic, results-driven approach. When that shift happens, ERGs stop being side projects—and start becoming a core part of how organizations build belonging, brand affinity, and impact from the inside out.