Employee Groups Maintain Resilience Amidst Corporate Retreat from DEI Initiatives

Despite the backlash against diversity, equity, and inclusion (DEI) policies in the U.S., employee groups built around shared identities or interests have largely remained resilient.

The number of Fortune 50 companies that publicly disclose employee resource groups (ERGs) reached 48 by the end of 2025, an increase from 46 two years prior, according to an analysis by the ERG Movement. While these volunteer groups continue to thrive, many companies are opting to obscure or minimize their visibility.

The public visibility of ERGs is described as “inconsistent and often weak.” Some companies are openly “doubling down” on their support, while others are scaling back their disclosures, noted Maceo Owens, CEO of the ERG Movement.

Read more: Despite Backlash From Trump, DEI Hasn’t Disappeared at US Companies

ERGs have been a staple of corporate America since the 1970s, but they have found themselves at the center of political opposition to DEI initiatives. This pushback predates Donald Trump’s return to the White House, but since his January inauguration, he has intensified the assault on DEI, issuing executive orders aimed at pressuring companies to end diversity policies.

A recent analysis from the ERG Leader Summit, which gathers groups to discuss strategy, found that many employee groups feel underappreciated, misunderstood, and inadequately resourced.

Interest in ERGs surged following the 2020 murder of George Floyd, leading to calls for companies to compensate ERG leaders for their additional responsibilities. However, progress has been limited. According to the ERG Leader Summit, only 17% of ERG professionals surveyed consistently factor ERG work into performance reviews, and just 11% offer financial recognition.

To illustrate the complexities facing ERGs, consider Xerox Holdings Corp.

Known for its copiers and printers, Xerox has a long-standing commitment to ERGs and is often credited as the first U.S. company to establish voluntary, employee-led groups aimed at fostering a more inclusive culture. However, like many businesses, Xerox has shifted its focus on certain DEI initiatives, including renaming some of its programs.

From the perspective of Tony Fagelman, who oversees bulk-printing operations at Xerox and leads a global group for employees who live with or care for individuals with disabilities, some companies are shifting the responsibility for inclusion, diversity, and belonging onto ERGs.

Fagelman spent 18 months developing a video-training module on unconscious bias toward disabilities, designed to complement other mandatory HR training. Unfortunately, it was canceled in February. He described the outcome as “hard to swallow,” even as he continues to lead his ERG. A spokesperson for Xerox emphasized the company’s long history of “fostering connection and belonging” and its commitment to supporting employees and the communities they build.

Typically, ERG managers like Fagelman are not compensated for their efforts. Most groups operate on annual budgets of less than $15,000, according to the ERG Leader Summit, relying entirely on volunteers. This structure can lead to fatigue and resentment, as noted by Owens of the ERG Movement.

“ERG leader burnout may have been trending high before, but with everything that’s happening now, folks are really feeling it,” Owens remarked.

Fagelman questions whether ERGs are being relied upon to drive workplace change by taking on some employee-wellbeing duties. “Corporates have got to recognize that this is volunteer-led,” he stated. “We need to support our ERGs and not place excessive pressure on them by assigning responsibilities that should be corporate-led.”

Related:

Copyright 2025 Bloomberg.

Despite the backlash against diversity, equity, and inclusion (DEI) policies in the U.S., employee groups built around shared identities or interests have largely remained resilient.

The number of Fortune 50 companies that publicly disclose employee resource groups (ERGs) reached 48 by the end of 2025, an increase from 46 two years prior, according to an analysis by the ERG Movement. While these volunteer groups continue to thrive, many companies are opting to obscure or minimize their visibility.

The public visibility of ERGs is described as “inconsistent and often weak.” Some companies are openly “doubling down” on their support, while others are scaling back their disclosures, noted Maceo Owens, CEO of the ERG Movement.

Read more: Despite Backlash From Trump, DEI Hasn’t Disappeared at US Companies

ERGs have been a staple of corporate America since the 1970s, but they have found themselves at the center of political opposition to DEI initiatives. This pushback predates Donald Trump’s return to the White House, but since his January inauguration, he has intensified the assault on DEI, issuing executive orders aimed at pressuring companies to end diversity policies.

A recent analysis from the ERG Leader Summit, which gathers groups to discuss strategy, found that many employee groups feel underappreciated, misunderstood, and inadequately resourced.

Interest in ERGs surged following the 2020 murder of George Floyd, leading to calls for companies to compensate ERG leaders for their additional responsibilities. However, progress has been limited. According to the ERG Leader Summit, only 17% of ERG professionals surveyed consistently factor ERG work into performance reviews, and just 11% offer financial recognition.

To illustrate the complexities facing ERGs, consider Xerox Holdings Corp.

Known for its copiers and printers, Xerox has a long-standing commitment to ERGs and is often credited as the first U.S. company to establish voluntary, employee-led groups aimed at fostering a more inclusive culture. However, like many businesses, Xerox has shifted its focus on certain DEI initiatives, including renaming some of its programs.

From the perspective of Tony Fagelman, who oversees bulk-printing operations at Xerox and leads a global group for employees who live with or care for individuals with disabilities, some companies are shifting the responsibility for inclusion, diversity, and belonging onto ERGs.

Fagelman spent 18 months developing a video-training module on unconscious bias toward disabilities, designed to complement other mandatory HR training. Unfortunately, it was canceled in February. He described the outcome as “hard to swallow,” even as he continues to lead his ERG. A spokesperson for Xerox emphasized the company’s long history of “fostering connection and belonging” and its commitment to supporting employees and the communities they build.

Typically, ERG managers like Fagelman are not compensated for their efforts. Most groups operate on annual budgets of less than $15,000, according to the ERG Leader Summit, relying entirely on volunteers. This structure can lead to fatigue and resentment, as noted by Owens of the ERG Movement.

“ERG leader burnout may have been trending high before, but with everything that’s happening now, folks are really feeling it,” Owens remarked.

Fagelman questions whether ERGs are being relied upon to drive workplace change by taking on some employee-wellbeing duties. “Corporates have got to recognize that this is volunteer-led,” he stated. “We need to support our ERGs and not place excessive pressure on them by assigning responsibilities that should be corporate-led.”

Related:

Copyright 2025 Bloomberg.