Affinity Groups (aka Networking, Diversity Resource, or Caucus Groups)
Diversity resource groups, also known as affinity groups, are organized around a
variety of diverse groups of employees within the organization. The goal of
these groups is to recruit, develop, and advance diverse employees in an
organization (de'Campo, 2003).
Affinity groups are strong catalysts in assuring enterprise-wide participation,
team building, diversity structuring, campaign planning, and commitment sharing
within the organization (de'Campo, 2003).
Affinity groups are sources of employee communication and relation groups,
mentoring programs, training workshops, college recruitment, and community
speaking engagements (de'Campo, 2003).
Affinity groups need to be linked to other organizational initiatives and power
centers (Koonce, 2001). Affinity groups should be open to all employees and should contribute to the
organization's success (Frase-Blunt, 2003). An executive-level sponsor should facilitate each group and keep the overarching
business purpose on track (Frase-Blunt, 2003).
Common issues discussed during affinity group meetings include mentoring,
recruitment, work/life balance, coaching, and teambuilding (Frase-Blunt, 2003).
Diversity directors should extend constant e-mail, phone, and personal
invitations to employees, asking them to join groups to which their
contributions would be useful (Frase-Blunt, 2003).
Peer networks are crucial. "For one thing, peers can help one another manage
their careers and perform important self-assessments. They can be sympathetic
sounding boards, useful information checks (what was your experience like when
you first started in that division?), and helpful devil's advocates" (Thomas,
2001).
With the use of affinity groups, organizational leaders can tap into the latent
knowledge, skills and abilities of the organization as it operates naturally (Monetta,
1998).
When affinity groups are formally convened and facilitated, they operate as
collegial associations of peers who meet on a regular basis to share
information, solve problems and capture emerging opportunities (Monetta, 1998).
Affinity groups need formal roles to ensure that their meetings are structured
and efficient. Those roles include a convener, who coordinates the activities of
the group; a recorder, who records the output of meetings such as action items
and recommendations; a reporter, who serves as a liaison to other affinity
groups; and a facilitator, who serves as an "honest broker" by coaching members
and providing feedback to the group (Monetta, 1998).
Research shows that affinity groups can provide the following results:
Increased channels of communication and information sharing
Identification of "ill-structured" problems and the development of
innovative solutions to meet these challenges
Occasions to capture emerging opportunities
Exposure of informal decision making processes
Increased education, development and training opportunities (Monetta, 1998).
A thorough examination of how the organization does business is required prior
to installing networking groups (Flynn, 1998). An important first step is the education of the upper management of the
organization. This includes having executives sit down with employee groups to
hear their concerns (Salomon & Schork, 2003).
EEmployee advisory groups are used to increase executive awareness of diversity
issues. "Having small groups of employees share their experiences with a leader
has been found to be an effective way of helping executives recognize and
understand the barriers faced by others. Providing eye-opening experiences to
help specific employees understand the challenges faced by others has also been
effective" (Salomon & Schork, 2003).
"Employee networks are formed to provide peer support, networking opportunities,
forums for the discussion advancement of common issues, and sponsorship of
educational and awareness activities. One of the most common activities is the
hosting of speakers. Most networks are grassroots organizations, but the most
successful ones have the recognition and support of the organization" (Salomon &
Schork, 2003).
Affinity groups are important because they address certain issues that may have
been overlooked by major associations (Digh, 1997).
When development of an affinity group is requested, organizational leaders need
to:
Acknowledge and not diminish your stakeholders' needs for community
Develop principles to guide the discussion of affiliation requests
Ensure that there are business rationales for group formation or
membership
Check their own assumptions about core identity groups and acknowledge
the responsibility they have because of their "power" to approve or
disapprove of group validity
Recognize the value that these affiliations may bring to your own association;
and Enter into dialogue with minority-focused associations or employee and
special-interest groups in your own industry (Digh, 1997).
Addressing the sometimes emotional issues surrounding affinity groups is an
incremental process and requires a long-term strategy that calls for personal
awareness and organizational flexibility (Digh, 1997).
Organizations should consider the following six action steps:
Join an association in which you have shared interests but in which you will be
a minority. You will gain interesting insight into what it feels like to be in
the minority at meetings and conferences as well as into the professional
concerns of your peers. This awareness will help you in your efforts to make
your own organization more inclusive.
Gain an understanding of the business reasons for group membership. If staff
requests your support of their membership in groups that undergird their
personal and professional identity, ask them to provide the business reasons for
joining and don't belittle their desire to join that network. Ask them to
provide information to enhance your own association's understanding of the
particular needs and interests of that group.
Develop process guidelines so that you will be ready if asked to formally
recognize an employee or member group. Ask the group to present its mission and
business plan and compare it with the mission and core values of the
association. If they don't mesh, say no and explain why. If they do mesh,
explore together ways to work together - as partners, not as "big brother."
Explore other associations and groups in your industry and forge relationships
with them as peers. Acknowledge their existence; offer collaboration on mutual
issues; take their lead on the type of assistance they may be seeking, if any;
and invite their leadership to your own meetings.
Recognize that addressing diversity issues is an evolutionary and incremental
process, not a static one.
If you're unsure how to relate to an employee group or minority focused
association, ask. Our attention to diversity offers unlimited opportunities for
communication - and, unfortunately, for judgment. We need collaboration and
dialogue on sometimes uncomfortable or awkward issues. We can't afford to let
language get in the way.
The affinity groups share numerous objectives:
To provide a network of employees to promote professional development
and advancement; to foster mentor relationships
To encourage all employees to value their respective groups' uniqueness
and contribution to the organization
To discourage stereotyping
To promote a positive work environment
To bring to the attention of top management the concerns of their
respective groups
To work with other entities to address broader organizational and community
concerns (Melkonian, 1995).
