Amid budget constraints and political headwinds, many colleges are trying new ways to sustain employee morale and retention: employee-led communities with institutional backup. From formal employee resource groups (ERGs) to grassroots affinity networks, the through line is clear—give faculty and staff structured ways to connect, share know-how, and be seen.

At Duke University, that strategy takes center stage this month with a virtual ERG information fair that lets employees sample multiple groups in short breakouts and learn how to launch new ones. Duke has formalized the model with clear guardrails. Groups submit a charter tied to the university’s mission, select an executive sponsor, and join an advisory council that exchanges ideas and receives leadership training.

Human resources also offers start-up guidance—templates, interest forms, and a beginner’s guide—plus funding for approved activities and an open-membership policy. The payoff, leaders say, is tangible.

“We launched several new ERGs in the past year, and they have grown and proven to be great sources for connection and support among members,” said Paul Grantham, Assistant Vice President for Work Culture and Communication Services at Duke. “It’s also been rewarding to see the growth and development of emerging leaders within each of these groups.”

A similarly intentional approach is reshaping community at The Pennsylvania State University (Penn State). Since launching university-wide ERGs in 2023, Penn State has seen a rapid uptake across caregiving, veterans, LGBTQIA+, and sustainability communities—supported by Microsoft Teams channels, regular meetups, and educational programming.

The caregiver umbrella, Penn State Cares, grew from a single employee’s question into two active subgroups that host talks on topics from depression in caregivers to health care directives. For co-founder Teresa McCloskey, the work is deeply personal.

“My number one motivation in doing all of this is because, what was the point of living through it if I can’t reach behind me and help the next person coming through?” she said.

Penn State’s veterans ERG, VetaLIONce, shows how employee-led networks can influence policy and practice. Co-leaders Sharon Lucas and Col. Eugene McFeely helped bring the U.S. Department of Defense SkillBridge program to the university, expanding on years of informal resource-sharing and community events.

“We really needed a mechanism to share the resources we knew about,” McFeely said.

The university has also backed ERGs with operational support, budget lines, and visibility—hosting a cross-group summit under the theme “Connect … Learn … Grow” and, in the case of the SustainaLions ERG, seeding a mini-grant program for office-level projects.

Not every effort begins as a formally chartered ERG, and that’s part of the point. Binghamton University’s Professional Staff Senate-sponsored LGBTQIA+ affinity group has built year-round momentum with low-lift, high-frequency gatherings—coffee walks, museum visits, family-friendly picnics—and through close collaboration with the campus Q Center. The model prioritizes access and belonging for employees who may not have found community as students or early-career professionals.

At Elon University, a veterans ERG co-founded by staff members Jessica Hill and Navy veteran Raymond Fletcher underscores how personal passion can catalyze institutionwide impact. The group convenes information sessions with the Department of Veterans Affairs and local nonprofits, partners with athletics on recognition events, and strengthens ties with ROTC programs—all while helping veteran-affiliated employees find one another.

The praise extends beyond the ERG’s founders.

“We remain committed to finding meaningful ways to recognize and honor those who have served in our community,” said Mary DeFriest, assistant athletic director of marketing and fan engagement.

Across these campuses, several best practices are emerging:

• Empower employee leadership, then scaffold it. Institutions like Duke and Penn State pair employee-run groups with executive sponsors, training, and modest budgets—enough structure to endure staff turnover without stifling initiative.
• Build in multiple on-ramps. Virtual information fairs, open Teams channels, and frequent, informal meetups lower the barrier to entry and keep participation inclusive of remote and geographically dispersed employees.
• Tie purpose to institutional mission. Charters and advisory councils help ERGs align programming—whether mini-grants, resource hubs, or family-friendly events—with institutional goals in talent retention, well-being, and student success.
• Value lived experience as expertise. From caregivers sharing hard-won advice to veterans navigating benefits, ERGs turn personal knowledge into shared infrastructure that benefits the broader workforce.

In a period when salary increases are scarce and travel is curtailed, these efforts offer a relatively low-cost, high-return way to strengthen culture. They also signal to employees that community-building is not a side project—it’s critical work.

“Finding the queer group has been revolutionary in my life, and it has brought so many amazing changes and positive aspects to myself, to my family and to my work life,” said Brenda Feinen.

For colleges seeking to keep people connected through uncertainty, that’s a metric that matters.