ERG Charter and Operations SOP

Standard operating procedure for managing Employee Resource Group (ERG) chartering, elections, funding requests, events, and reporting.

Steps

• Confirm ERG scope and governance requirements
  The ERG Program Manager reviews the organization’s ERG policy, eligibility criteria, and governance requirements. Record the ERG name, mission, intended membership, and reporting line. If the ERG is new, confirm whether a charter is required before any elections, funding, or events are processed.
• Draft or review the ERG charter
  The ERG Chair or ERG Program Manager completes the charter using the approved template. Include the ERG purpose, objectives, leadership roles, membership criteria, decision-making process, meeting cadence, and reporting expectations. The reviewer checks that the charter is complete, current, and aligned to the approved governance model before approval.
• Obtain charter approval and archive the controlled record
  The approving manager or HR/DEI authority reviews the charter for completeness and policy alignment. The approver records approval, version number, and effective date. The ERG Program Manager archives the approved charter in the controlled repository and removes obsolete drafts from active circulation.
• Run the ERG leadership election or appointment process
  The ERG Program Manager confirms the election method defined in the charter. The organizer collects nominations, verifies eligibility, and records the voting or appointment outcome. The organizer documents the elected or appointed Chair, Co-Chair, and any other required roles.
• Verify leadership eligibility and transition readiness
  The ERG Program Manager verifies that selected leaders meet the charter requirements, including term limits, employment status, and any training prerequisites. If a leader does not meet eligibility requirements, the manager escalates the deviation and requests a replacement or corrective action before activation.
• Review and approve ERG funding requests
  The ERG Chair submits a funding request with purpose, amount, timeline, and expected business or community impact. The Finance Approver and ERG Program Manager review the request against budget, policy, and allowable expense rules. If the request is incomplete, return it for revision. If it exceeds budget or policy limits, escalate for additional approval.
• Authorize and document the funding decision
  The approving authority records the funding decision, approved amount, cost center, and any restrictions or conditions. The ERG Program Manager notifies the ERG Chair and retains the approval record in the controlled repository. If the request is denied, the manager records the reason and any resubmission criteria.
• Submit and review ERG event requests
  The ERG event organizer submits the event request with date, location, audience, budget, accessibility needs, and any external speakers or vendors. The ERG Program Manager reviews the request for policy compliance, scheduling conflicts, and required approvals. If the event includes higher-risk elements such as external vendors, public attendance, or sensitive topics, escalate to the appropriate review owner.
• Execute the approved ERG event
  The event organizer confirms the approved scope, budget, and logistics before execution. The organizer coordinates speakers, venue or virtual access, communications, and attendance tracking. The organizer records any deviations from the approved plan and escalates material issues after the event.
• Compile and submit periodic ERG reporting
  The ERG Program Manager compiles the reporting period summary. Include leadership changes, charter status, funding requests and outcomes, events held, attendance, key achievements, risks, and open action items. The reviewer verifies that the report is complete, accurate, and submitted by the required deadline.
• Record non-conformances and escalate unresolved issues
  The ERG Program Manager logs any non-conformance, such as missing approvals, expired charter terms, ineligible leadership, or unapproved spending. Assign an owner, due date, and corrective action for each issue. Escalate unresolved items to HR, DEI leadership, or Finance according to the governance matrix.