How HPE is driving a culture shift with employee resource groups

[Raghad-ALSaleem]

Numerous studies have demonstrated the positive impact of diversity in the technology space. Implementing diversity in workplaces, regardless of the sector, has proven to be a critical step for promoting creativity and growth. According to the Harvard Business Review, diverse teams are better equipped to solve problems from day-to-day issues to long-term challenges.

Diversity is not just about gender, age, and ethnicity either. To build more effective teams and nurture long-term success and sustainability, it is essential to accommodate a diverse range of perspectives. People with different backgrounds bring a wide range of practical, personal, and interpersonal skills to the table, all of which are partly born of their unique life experiences.

Employee resource groups (ERGs), also known as affinity groups or business network groups, are clusters of employees who come together based on their shared goals, life experiences, and characteristics. These groups have, over almost 50 years since their inception, continue to help people find a voice within their organizations, thereby driving a culture of equality and innovation.

Hewlett Packard was one of the first major companies to implement ERGs back in the 1970s. Playing a central role in diversity and inclusion, as well as the company’s long-term success, the company officially recognizes distinct groups across nine categories, all of which are open to all employees:

• African American
• Hispanic/Latino
• Pan-Asian
• Generations
• Women
• Person with a disability
• Multicultural
• Veterans

We believe that our success is directly tied to the diverse experiences, backgrounds, and skills found across these groups, We now have 127 chapters in 30 countries around the world, with ERGs supporting company goals with new opportunities in leadership development, business networking, mentoring, and community and educational outreach. Together, these groups and initiatives bring about broad change with a view to having a positive impact on our community and those beyond.

What does diversity and inclusion mean for digital transformation?

When it comes to digital transformation, the emphasis tends to be, perhaps unsurprisingly, on data and technology. Another important asset might be a youthful outlook, where companies are not encumbered by old ways of thinking. But, contrary to popular belief, the most important asset of all is diversity over a wide range of age groups, ethnicities, and other characteristics.

Among the main drivers of digital transformation are constantly evolving consumer habits and the increasing diversity of the global marketplace. To better accommodate this wide range of needs, organizations need to learn to work across a diverse set of world views and different ways of working. They must work to respect and enhance the contributions of others to inspire creativity. That is a lot less likely to happen in a homogenous environment in which everyone has a very similar set of cultural, personal, and educational characteristics.

Promoting a culture of inclusion encourages everyone, regardless of background, to contribute their best work while providing a positive environment that retains, rather than repels, talent. The outcomes speak for themselves. Diverse teams have better problem-solving abilities and a stronger sense of purpose. In the era of continuing technological advancement, this is a key characteristic that encourages continuous learning and innovation.

Employee resource groups also encourage the acquisition, retention, and promotion of new talent, all of which are critical for sustainable digital transformation. With a more diverse team, organizations will also be better prepared to serve a wider range of customers, rather than risk losing their competitive edge to an outmoded, homogenous approach.

Raghad AL Saleem
Hewlett Packard Enterprise

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