Latest news with #ERGs
Forbes
21-07-2025
- Business
- Forbes
To Retain Top Talent, Treat Benefits As Culture—And Vice Versa
Andy Watts is the Chief Financial Officer for Brown & Brown, Inc.—ensuring financial discipline, value creation and operational excellence. Salary might get talent in the door, but it rarely keeps them. Increasingly, employees are evaluating companies based on the relevance and impact of their benefits. And rightly so, as they directly affect our quality of life, financial stability and sense of being valued at work. That's why at my company, we see benefits strategy as a business imperative. As a CFO, it's not just about managing costs or checking compliance boxes. It's about building a workplace that attracts, supports and retains great people. Like any strategic investment, benefits require more than annual budgeting. They demand ongoing evaluation, smart allocation and a feedback loop that connects employee needs with financial discipline. So what does that look like in practice? Here's a framework that blends financial oversight with cultural alignment—and ensures benefits work as hard for the business as they do for our people. Prioritize impact over volume. Start by asking your teammates what matters to them. Each year, we run an employee survey to gather honest feedback. One of the first things we heard was the need for better mental health support, so we acted on that. After that came more requests for IVF, adoption and surrogacy benefits, all within a couple of years. We also gather input through employee resource groups (ERGs), which can be a powerful feedback loop. When culture fosters open dialogue, you gain the insights necessary to make high-impact decisions. And when you invest in benefits people truly value and use, you can focus resources where they'll deliver the greatest return on investment (ROI) for your team and your bottom line. Benchmark for relevance, not just cost. Benchmarking will help you understand which benefits matter, not just how much others spend. Understanding how our benefits compare in terms of relevance, creativity and optionality means looking at larger companies, but also smaller and more entrepreneurial ones that are trying out bold new ideas. Less of a formula and more of an art, the gold is in finding the right mix of benefits that align with your company values, support your teammates and drive business value simultaneously. Data can guide you, but ultimately, it comes down to judgment and a clear understanding of where your investment yields the most strategic ROI. Use plan design to influence behavior. You'll want your benefits to support the right behaviors, like getting preventative care or staying in-network. Design can drive that. But I've been surprised by how often great benefits go unused. Nearly 30% of total compensation in the U.S. goes toward employee benefits, yet much of that investment goes underutilized and underappreciated. For example, many skip their annual checkups even when they're covered. As leaders, it's incumbent on us to do more than simply offer benefits—we have to equip people to use them wisely. When we do, better health outcomes and reduced downstream costs, like avoidable emergency room visits or chronic condition escalations, are the result. Adapt in real time—not just at renewal. You won't always get it right. We rolled out plans we thought were well-designed, only to discover that we missed the mark on certain components. Once, we tried a single-plan model to simplify selection. Ultimately, that lasted one year. People did, in fact, want more choice, even if the feedback initially did not indicate that. While it may be impossible to reroute midyear, that feedback can fuel a better strategy next year. Beyond a once-a-year conversation, we continually examine our benefits strategy. Claims data, cost trends, teammate feedback—it all feeds into how we optimize in real time, not just at annual renewal. This agility helps us identify inefficiencies early, reallocate spending where it's working and avoid surprises at year-end. Communicate like it's a benefit. You can have the best-designed plan in the world, but it's not a true benefit if no one understands it. We've started building persona-based communications—videos and messages tailored to meet the generations in our workforce where they are. Tying messages to life events makes it easy for people to engage and connect with the offering in a way that feels personal. With clarity, not complexity, as our goal, we try to avoid unutilized benefits from becoming a missed opportunity and a sunk cost. Build benefits like you build culture. Your benefits reflect how much you care about your people. They're your culture in action. And culture fuels retention. Finance leaders can and should bring discipline to benefits strategy, but we also need to bring curiosity, creativity and a people-first mindset. When we treat benefits like an investment and manage them accordingly, building something far more valuable than a spreadsheet is possible: a workplace that people want to be part of. The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation. Forbes Finance Council is an invitation-only organization for executives in successful accounting, financial planning and wealth management firms. Do I qualify?
Forbes
10-07-2025
- Business
- Forbes
5 Steps For Encouraging The Formation Of Employee Resource Groups
Jennifer Morehead is the CEO of Flex HR. Companies everywhere strive to create a culture for employees that is engaging and special. After all, it's expensive to hire new employees and train them to become productive members of the organization. But according to Gallup research, only 21% of employees globally are actually engaged in the workplace. One of the crucial ways to engage and retain employees is to ensure they have a buddy, and employee resource groups (ERGs) are a meaningful resource for making people feel like a true part of the organization. What sets these groups apart from other engagement efforts is that they're entirely employee created and led. If HR leaders and people managers want to encourage ERG formation, it requires a delicate balance to avoid imposing their will. This five-step guide can help organizations foster an environment that encourages the formation of ERGs and supports their lasting success. 1. Foster a culture of inclusion and belonging. Our workplaces are full of diverse talent. Whether it's gender, ethnicity, religious affiliation or simply interests, employees' lived experience shapes how they view the workplace. Promote inclusion and belonging by modeling this behavior as a foundational company value. For example: • Create a space that encourages open conversation and actively seeks out diverse points of view. • Build company policies that support individual identities and needs, like offering expanded time off for religious holidays, compassionate leave or mental health days. • Invite employees to share more about their cultural celebrations, like sponsoring a lunch or event to bring people together. 2. Establish a clear process for ERG creation. Successful development of ERG requires a process that's clear, consistent and transparent to ensure all groups receive equal consideration. It could begin with an application form where employees state the potential group's mission and objectives, as well as identify a leadership council. Requiring some thoughtfulness and groundwork prior to the application will make the review process easier and set the ERG up for long-term success. 3. Make your leadership available to serve. In some organizations, executive sponsorship is a vital aspect of employee resource groups' success. Sponsors are typically an existing manager or leader who either identifies with the community or is a vocal ally. Their role is bridging the gap between the ERG and company leadership, as well as amplifying the group's mission, advocating for its initiatives and promoting its visibility at the highest levels of an organization. Organizations need a culture where executives are enthusiastic about sponsoring ERGs. This involves promoting the groups' value at the leadership level, explaining the potential for impact and clearly outlining sponsorship expectations. It will also require reasonable accommodation for the time commitment required to be successful. 4. Offer financial support. The simple act of allowing ERGs isn't enough to maximize their impact. Organizations should offer a designated budget to each one. There are a few approaches to this. Some organizations choose to offer the same amount of financial support to every ERG, regardless of size or scale. Others may require ERG leaders to build a budget based on their goals for the year, which company leadership will review and approve. No matter the approach, providing some level of financial support demonstrates the organization's commitment to ERG success. 5. Integrate ERGs and professional development. Employee resource groups can be hugely beneficial when building a leadership pipeline. Being an ERG lead provides opportunities for employees to develop critical management skills like meeting facilitation, collaboration, empathy and budget oversight. This experience can prepare rising talent for future roles within an organization, which strengthens the internal leadership pipeline and reinforces a culture of inclusion and belonging. Supporting the formation and longevity of employee resource groups is a strategic investment in your people and your culture. When ERGs are supported with intention, structure and transparency, they become powerful agents of connection and positive change. Let's face it: the success of ERGs mirrors the success of the workplace culture, where every employee has the opportunity to lead and achieve, all while showing up authentically. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
The Herald Scotland
01-07-2025
- Business
- The Herald Scotland
Despite Trump backlash, DEI rollbacks are slowing. Here's why.
The backlash against DEI gained steam during the 2024 presidential election but hit a fever pitch when Trump took office. His early executive orders aimed at eliminating "illegal DEI" in the federal government and the private sector were the single-largest driving force behind the reforms that swept corporate America, Gravity Research found. "President Trump's return to office created a seismic shift in the risk calculus for companies with DEI commitments," said Joanna Piacenza, vice president of thought leadership with Gravity Research, which advises companies on social, political and reputational risks. "Unlike earlier backlash driven by online activists which focused on reputational and social media pressure, Trump's administration brought policy levers and legal authority." Most of the policy shifts - 80% - tracked in Gravity Research's study of Fortune 1000 companies and sports leagues between June 2024 and May 2025 occurred after Trump's inauguration. But the rate slowed significantly following the post-inauguration push, Piacenza said. For example, 11 companies publicly announced in February they would make major changes to diverse hiring targets and workforce and executive representation goals, but only two made those changes in May. "The slowdown appears to reflect a 'wait-and-see' posture from companies," Piacenza said. "With those initial policy adjustments now set in motion, companies appear to be reassessing further changes." Corporations made these DEI changes Corporations that rushed to make changes following the inauguration were those with the most to lose: federal contractors and companies in highly regulated industries. Nearly three-quarters of the corporations that made post-inauguration DEI changes were federal contractors, the study showed. Of the DEI changes corporations made, the most significant was around hiring and representation goals, according to Gravity Research. Corporations also rebranded DEI efforts with more anodyne names such as "inclusion and belonging" and changed the chief diversity officer title to "vice president of talent strategy" or "head of people engagement" after Trump's inauguration. Mentions of "DEI" and related terms also vanished from corporate reports, regulatory filings and websites. Few companies dismantled employee resource groups but emphasized they are open to all employees and are aligned with business priorities such as professional development and networking. "With federal agencies signaling that ERGs could be investigated as discriminatory, this issue may resurface as a reputational risk in the months ahead," the Gravity Research study said. DEI retreat or 'head fake'? The Gravity Research study found that corporations are reframing but not retreating from DEI, with 80% affirming ongoing commitments to "inclusion," "belonging," or "accessibility." Business leaders are gaining confidence from pro-DEI shareholder votes and from the challenges faced by companies that have retreated on DEI, including declining sales, shrinking market caps and struggles attracting and retaining talent, said Carissa Romero, co-founder and managing director of the culture and inclusion platform Paradigm. Guidance issued by the Equal Employment Opportunity Commission in March also reassured corporations that the Trump administration would not view their strategies as "illegal DEI." Corporations are also facing growing pressure from pro-DEI activists who have mounted a string of boycotts protesting DEI rollbacks. It's unclear how much of an impact these boycotts are having on the bottom line, but Target cited its decision to end some diversity policies as a contributor to a sharp first-quarter pullback in consumer spending. "Most companies know creating diverse workforces, fair processes that advance the best talent and inclusive environments where people who are different from one another can collaborate effectively is essential to long-term business success," Romero said. "These efforts aren't a 'nice to have,' they're strategic levers for innovation, performance and resilience." Corporations could quickly change their tune if the Trump administration ramps up DEI enforcement, Piacenza said. Last week the Labor Department's Office of Federal Contract Compliance Programs issued a letter inviting federal contractors to voluntarily disclose what steps they have taken to "wind down" DEI programs. DEI critics like shareholder activist Paul Chesser accuse corporations of ducking Trump administration oversight and "snookering" customers and shareholders by making superficial changes to their policies while maintaining their commitment to diversity programs behind the scenes. Chesser, director of the National Legal and Policy Center's Corporate Integrity Project, calls it "the head fake across corporate America to give the impression - with little or no evidence - that companies are eliminating DEI." "Companies that outside parties perceive as having made only cosmetic changes could face renewed scrutiny," Piacenza said.
Associated Press
17-06-2025
- Business
- Associated Press
GoDaddy 2024 Sustainability Report: People & Culture
Originally published in GoDaddy's 2024 Sustainability Report Employee Experience Inclusivity, engagement, and development are the three key values we uphold to ensure our employees are satisfied and feel valued. We actively seek individuals who bring enthusiasm, curiosity, and a passion for what we do. Attracting and retaining the most qualified talent from around the world who help represent our diverse customers is a key priority for us, and we strive to create an environment where everyone feels represented, valued, and truly included. Once here, our employees can expect to feel heard and supported by the community around them. From our GoDaddy Voice survey to Employee Resource Groups (ERGs), we strive to incorporate employee feedback wherever possible to further our people priorities. GoDaddy takes a human-centered approach focused on individual needs, and we are constantly evolving, evaluating our processes to ensure they are free from bias and advancing inclusivity in all aspects of our operations. Inclusive Recruitment We continuously work to have hiring, development, and retention practices that enable GoDaddy to be an employer of choice for talent globally. This includes showcasing our inclusive culture and principles, and reaching broad, diverse candidate groups. Our practices include: Interviewer Training Equipping our teams with the tools and training they need to succeed is key to fair hiring processes. To support this, we offer an interviewer certification with in-depth training modules on best practices for creating a great and inclusive candidate experience and minimizing bias throughout the recruitment process. TEXAS CONFERENCE FOR WOMEN The Texas Conference for Women provides connection, motivation, networking, inspiration, and skill building for thousands of women each year. The one-day conference, open to any gender, offers incredible opportunities for business networking, professional development, and personal growth. In 2024, GoDaddy Chief Marketing Officer Fara Howard joined as a panelist for the 'AI: Shaping the Future of Work' session. It's a privilege to have strong leaders like Fara motivating our employees as part of our Leadership Team, and her contributions to the panel helped inspire talent within the industry. Employee Engagement Engaging a global, hybrid workforce means fostering connection, collaboration, and a strong sense of purpose—no matter where employees work. We prioritize clear communication, meaningful development opportunities, and an inclusive culture where everyone feels valued. We do this through multiple employee engagement programs: Employee Resource Groups Our ERGs play an important role in fostering a workplace where all employees benefit from the opportunity to learn, grow, and succeed. ERGs are voluntary, employee-led groups open to everyone that focus on the common topics, identities, affinities, and interests that matter to our people. These groups provide a space for employees to develop relationships, enhance professional development (both for themselves and others), engage in projects and programs, learn new skills, and have fun. ERGs help empower GoDaddy's business priorities across talent, learning, business, and community development. Our 11 Global ERGs: ERG WORLD TOUR New for 2024, our ERG World Tour was designed to provide all employees with the opportunity to engage with our ERGs. An impressive 10% of our global workforce participated in this initiative to meet new people and discover these impactful communities within our organization. Employees were encouraged to drop in, connect with others from around the world, learn more about our ERGs and the topics important to them, and potentially find a community they'd like to be a part of. Employee Feedback We aim to create a working environment and culture in which our employees feel respected and supported to do their best work, and listening to our employees is a critical component of our talent management approach. Through GoDaddy Voice, our annual engagement survey, we learn firsthand from our employees what is working and where we need to improve. In 2024, 84% of our employees participated in the GoDaddy Voice survey. AWARDS AND HONORS 2024 Best Companies to Work for in Arizona100 Best Larges Places to Work in Seattle 2024Human Rights Campaign's Corporate Equality Index To learn more, read our 2024 Sustainability Report. About This Report This GoDaddy 2024 Sustainability Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching corporate mission and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2024. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual Sustainability Report. We welcome your questions, comments, and feedback on this report by contacting [email protected]. This report references the Global Reporting Initiative (GRI) Standards, includes select Sustainability Accounting Standards Board (SASB) metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures (TCFD). We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section. 1Focused on disability inclusion. 2Focused on sustainability and environmentalism. 3Focused on early career in tech employees. 4Focused on LGBTQIA+ inclusion. Visit 3BL Media to see more multimedia and stories from GoDaddy
Yahoo
19-05-2025
- Business
- Yahoo
Teleskope Receives Significant Growth Investment From SEVA
Minority investment will enable Teleskope to scale its unified end-to-end employee experience platform LAS VEGAS, May 19, 2025--(BUSINESS WIRE)--Teleskope Technologies, Inc. ("Teleskope" or the "Company"), the leading employee experience platform for Fortune 500 and global enterprises, today announced that it has received a significant minority investment from SEVA Growth LP ("SEVA"), a growth equity firm exclusively focused on serving customer-centric founders building fast-growing, profitable, technology-enabled companies. Founded in 2020 as an Employee Community focused software company, Teleskope has evolved into a unified employee experience platform, enabling Fortune 500 and some of the world's largest enterprises to effectively onboard, develop, and engage their global workforces. Teleskope's end-to-end platform provides robust employee experiences including Employee Resource Groups (ERGs), Mentoring, Employee Events & Communications, and Employee Journeys. The investment is being made through SEVA I LP and is the first outside institutional capital raised by Teleskope. The partnership will aim to further Teleskope's mission to provide meaningful engagement for employees at global enterprises and to nurture a sense of community and belonging in the workplace. In conjunction with the transaction, SEVA's Founder and Managing Partner, Shalin Mehta, will join Teleskope's Board of Directors. "We are thrilled to welcome Shalin to our Board and the rest of the SEVA team as our strategic growth partners," said Aman Brar, Teleskope Co-Founder and Chief Executive Officer. "This investment provides an opportunity to scale our business by growing our sales and marketing initiatives, strengthening our technology, and expanding into new product categories. We're excited for the next chapter of Teleskope's growth as we look to continue delivering robust employee experiences to our blue-chip customers." Maneet Sarai, Teleskope Co-Founder and Chief Product Officer, said: "SEVA really stood out from other prospective growth equity partners. Their customer-centric approach, robust network, and distinct focus on serving profitable, fast-growing, founder-led businesses made them a perfect match for Teleskope. This partnership will enable us to continue to provide our customers with robust employee experiences." "SEVA is excited to support Teleskope, which continues to define and lead the employee-experience category for some of the world's largest and most respected businesses," said Shalin Mehta, SEVA Founder and Managing Partner. "Teleskope's unified employee experience platform drives meaningful value by enabling mission-critical employee engagement in various facets of an employee's journey. We are excited to partner with Aman, Maneet, and the Teleskope team to continue to build on the Company's robust momentum and customer-centric approach by scaling product and pursuing strategic go-to-market initiatives." The terms of the transaction were not disclosed. ABOUT TELESKOPE Teleskope is the most powerful Employee Community Software trusted by Fortune 500 and global companies. Teleskope's employee community platform caters to all employee community needs, including Mentoring, Learning and Development, Volunteering Groups, Interest Groups, Resource Groups, Event Management, Internal Communication, and more. With Teleskope's suite of products, employers can provide meaningful engagement with employees and nurture a sense of community and belonging in the workplace. Teleskope's clients operate in more than fourteen business sectors, including Consulting, Retail, Banking, Financial Services, Healthcare, Information Technology, Food and Beverage, Hospitality, Transportation, Media, and Energy. To learn more, please visit: ABOUT SEVA SEVA is a growth equity firm exclusively focused on serving customer-centric founders building fast-growing, profitable, founder-led, internet, software, data, marketplace, and technology-enabled services companies. SEVA is based in Brooklyn, NY. To learn more, please visit View source version on Contacts Media:AugustScott DeveauSEVA@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
