Leveraging and Maximising Employee Resource Groups in India

Companies in India are beginning to recognise the critical role that Employee Resource Groups (ERGs) play. With their capacity to engage, develop and mobilise employees at all levels of the organisation – and crucially for a market as broad and diverse as India, across multiple locations, it is not hard to understand why. However, whilst gaining in popularity, the evolution of ERGs in India is still at the early stages of development and many companies have questions – from how to establish the business case and right structure to how to leverage and maximise their performance and impact.

Applying an intentionally Indian lens on this topic, this publication is designed to provide valuable insights to companies on how to leverage and maximise the impact of their ERGs in India.

  • Author

    Kate Vernon

  • Sponsor

    Accenture, Barclays, Bloomberg, BNY Mellon, BP, British Council, Cisco, Coca-Cola, Deutsche Bank, EY Global Network, Goldman Sachs, GSK, Hindustan Unilever, Intel, Intuit, Kennametal, Nomura, Northern Trust, Standard Chartered, S&P Global, Thomson Reuters, Tata Communications, Tata Group

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    Leveraging and Maximising Employee Resource Groups in India

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