How employee resource groups are strengthening credit union culture

Employee resource groups (ERGs), also commonly called employee engagement groups (EEGs), are becoming a powerful force in shaping inclusive, connected workplaces—and in the credit union space, they’re proving to be especially impactful. These employee-led communities are helping staff feel seen, heard, and valued, while also enhancing service to members.

ERGs are a natural fit for credit unions

James Thomas, who leads equity, inclusion, and belonging at BECU, echoed that sentiment. “Our goal is to create financial well-being as a credit union for all people and all of our members,” he said. “What we’ll really be challenging our ERGs to do is help us understand what that means within various communities and how their cultural insight or lived experience can help us do that more effectively.”

Research underscores why these groups matter. Only 41 percent of global workers feel a sense of belonging at work, while more than half say they are reluctant to share dimensions of their identity. Three-quarters report having experienced exclusion. ERGs can help close this belonging gap by giving employees a trusted space to share their experiences and perspectives.

Only 41 percent of global workers feel a sense of belonging at work.

By creating space for employees to share their lived experiences, ERGs are helping credit unions design more inclusive services and policies—ultimately improving the member experience.

ERGs can help credit unions better understand, serve, and reflect the members of their community. The connection between the communities that exist among credit union employees and their members overlaps, and ensuring those members feel a sense of belonging is just as important as it is for employees. “ERGS can contribute to helping the credit union understand the nuances that happen within the various communities that you or I may not know because it's just not, it's not a lived community or lived experience that we have,” Thomas explained.  

Creating space for connection and change

The internal impact of ERGs extends far beyond networking or social activities. Thomas noted that ERGs at BECU have helped foster a culture of inclusion. “They’ve definitely created a space where our employees feel like they have community,” he said. “It’s somewhere they can come to learn but also be in community with others they can relate to.” These groups foster community among employees who share similar experiences while also welcoming allies, creating inclusive environments that strengthen the overall workplace culture.

The ripple effects are significant. When employees feel a sense of belonging and connection, "you tend to be more engaged in your work, you tend to want to stay there longer. You tend to be more productive. You tend to be happier and all of that translates into hopefully you then provide a better experience to our members because you feel good about the place that you work."

This connection between employee engagement and member experience is particularly relevant for credit unions, where personal relationships and trust form the foundation of the business model.

Starting small and listening first

For credit unions considering ERG programs, Thomas emphasizes a measured approach: "Start small, like you don't have to try to do too much." His recommended first steps include:

• Survey employees to understand interest and identify potential communities
• Secure leadership support because ERGs cannot succeed without commitment from the top
• Begin with one group to test and learn what works
• Establish clear purpose to better understand whether the goal is culture building, member insights, or both

Another area where ERGs make an impact is health equity. By sharing information about benefits and wellness resources, ERGs can help employees make the most of the programs already available to them. This peer-to-peer support ensures that staff have equitable access to health information and fosters a more supportive workplace overall.

The employee-led nature of ERGs is crucial. "It can't be the company driving it," Thomas notes. While leadership provides support and funding, the groups must be driven by genuine employee interest and participation. This organic approach ensures authenticity and sustainability. 

A strategy for engagement and belonging

While ERGs often begin with affinity-based groups, there is value in expanding beyond that. ERGs are a core part of employee engagement. Thomas has seen ERGs help employees feel more connected to their workplace. “Everybody wants to come to work and feel like there’s somewhere they belong,” he said.  

"Everybody wants to come to work and feel like there’s somewhere they belong."

For credit unions committed to serving all members effectively, ERGs offer a pathway to deeper understanding, stronger internal culture, and more meaningful community connections. The key is starting thoughtfully, listening carefully, and remaining committed to the employee-led nature that makes these groups authentic and effective.

ERGs are more than employee groups—they're culture builders. For credit unions committed to “people helping people,” they’re a powerful way to live out that philosophy every day.  

ERGs meet employees’ needs for connection, well-being, and inclusion, while also giving organizations deeper insight into the communities they serve. The result is stronger workplaces and stronger member service.

Whether you're considering starting your first ERG or strengthening existing ones, the impact on staff, culture, and service can be profound.