tive ways companies in 50 are using their ERGs?
EMPLOYE RESOUR GROUP
Kraft also uses its ERGs to help with its peer coaching program, which
impacts three critical points where employees can slip in their leadership
development—movement from the field office to corporate headquarters; succession planning over the next two to three years; and managers who need to
be more effective in dealing with traditionally underrepresented groups. Peer
coaches are nominated and receive two full days of customized training. They
meet quarterly to share skills and observations.
NO. 4 To help with leadership development
Kraft launched its Employee Council Leadership Academy in 2010 with ERG leaders in mind. The academy runs for two and half days and involves bringing
together the national leadership teams for all the company’s ERGs “to focus
on the team process, results, relationships and their alignment to the business and diversity strategy,” Norman said.
“Our ERGs have evolved over the 20-year period and we know the
people come with passion. We know they come with skills from their
various backgrounds and professions, but often they come to a leadership
role in an ERG and we don’t support the team appropriately,” Norman
said. “If this was any other business initiative and we were bringing a
team together to go after a significant business opportunity, we typically
would invest resources in the leader of the team and in the team itself
to make sure it’s a high-performing team. So if this concept holds true in
business, we thought, why not for our ERGs, which are doing significant
work on behalf of the organization.” DI
“When we work with
employee-resource
groups, we’re working in
partnerships to help identify
gaps and opportunities
in the organization to
support development and
advancement.”
JIM NORMAN • KRAFT FOODS
