Employee Resource Groups Done Right: Creating Impact Beyond Connection

Employee resource groups (ERGs)—or what Brown & Brown calls Teammate Resource Groups (TRGs) because we have teammates, not employees—have become common tools for diversity, inclusion and belonging (DIB) efforts across today’s business landscape. However, not every company is implementing ERGs to their full potential.

When built and operated efficiently, ERGs have the power to drive fundamental cultural change within organizations. They can foster a sense of community, amplify diverse perspectives and provide vital support networks for employees. They can also serve as an excellent recruitment and engagement tool for newer workforce generations who put greater focus on DIB. For example, 86% of Gen Z employees report a desire to contribute to their company’s diversity and inclusion strategy through ERGs or other committee participation.

Unfortunately, many companies fall into the trap of a “check-the-box” or “set-it-and-forget-it” mentality when it comes to ERGs, often leading to ineffective social clubs versus strategic talent development tools and business programs.

When we set out to establish Brown & Brown’s TRGs (reminder – our term for ERGs) three years ago, we aimed to take a more intentional approach, ensuring TRGs align with our overall business strategy of developing leaders and strengthening retention— and it paid off. Brown & Brown’s first four TRGs—Black Excellence, LGBTQ+, Mental Health, and The Power of She TRGs— are not just already shaping our culture but building our legacy. We’ve created a powerful foundation for growth and opportunity that, in many ways, defines who we are as a company.

Here’s how we did it and what works.

We set the right intentions for our TRGs.

At Brown & Brown, TRGs aren’t just spaces for connection—although we recognize that connection is vital to the teammate experience. TRGs are also powerful opportunities for growth, development and real leadership experience. They are launching grounds for its members’ personal and professional growth.

This was an active choice by Brown & Brown’s leadership champions, who came together to build the foundation of our TRG initiative because we understand that our business success is built on our people. We started with two essential questions:

·         What groups would resonate with our teams?

·         How could we make them integral to our business strategy?

One of the most important ways we were able to fulfill the second task—making TRGs integral to our business strategy—was by designing them to operate much like any other business unit. TRG leaders are given real responsibilities: managing budgets, developing strategic plans and setting goals aligning with broader business objectives. TRG leaders gain invaluable skills in leadership, negotiation, public speaking and cross-functional collaboration while gaining exposure to senior business leaders. These groups have become more than places of support and camaraderie—they’re shaping the next generation of leaders at Brown & Brown.

We created a framework for accountability.

To make our TRGs meaningful and impactful, we knew from the start that we needed a solid accountability framework. These groups can’t just operate informally or as social gatherings; they must function with purpose, strategy and measurable outcomes. That’s why we set up a series of guiding principles and accountability standards to keep these groups focused and ensure they drive tangible value for members and the business.

First, we created clear criteria for each TRG. Every group has to demonstrate its purpose and align with specific business goals. We established leadership roles within each TRG, ensuring structured opportunities for teammates to step into senior and junior positions within the group. Brown & Brown leadership sponsors rotate through groups, so each TRG has fresh perspectives and new ideas cycling.

Accountability also means giving these groups real budgets and the resources to make an impact. It’s not about handing them funds, though; it is about ensuring leaders are responsible for using that budget wisely and justifying expenses as they would in any business unit. With that responsibility comes empowerment and a real sense of ownership.

Finally, we track and measure each TRG’s progress—the most crucial part of making TRGs a true business asset. If we can’t measure a TRG’s impact, it may not be viable long term, so we’ve invested in tools to capture each group’s impact on our culture, leadership development and business goals.

We continue to check in with our people.

The impact of these TRGs is palpable—candidates ask about them, customers take note, and, most importantly, our teammates share their own experiences of growth and understanding. Here are just a couple of the teammate stories that continue to inspire us as we look to expand this program and its impact:

“I am proud to serve as co-leader for the LGBTQ+ TRG. I believe we all have value to add, and this TRG will be a unifying force bringing teammates together from different backgrounds or ways of thinking to positively impact our communities and facilitate change.” – Kristi Schnepp, Financial Business Partner – Massachusetts

“As a disabled veteran who suffers from PTSD relative to my experiences in Desert Shield/Desert Storm, I want people to know that it’s possible to have a disability and a prosperous life, both personally and professionally. Brown & Brown provides me the opportunity to embrace and foster a sense of belonging by allowing my teammates and me to have diversity of thought, ideas and viewpoints.” – Shawn Abbatessa, Chief of Staff, Brown & Brown Absence Services Group

Feedback like this from our teammates is at the heart of our TRG program’s success. It reinforces the impact and purpose of these groups. Their stories inspire us to keep evolving, listen closely, and build TRGs that serve our people and build community and growth that encourages retention and strong leadership.

Being a champion for the creation of Brown & Brown’s Teammate Resource Groups will be one of my proudest legacies. Supported by leadership from the top down, the TRGs are helping foster a community and culture that’s truly inclusive and impactful to the business.