Purpose Diversity, inclusion, and employee engagement is vital for the ability to grow and innovate in such a fast-changing environment. Veteran Employee Resource Groups (VERGs) will be an integral component of The State of Illinois and Local Government entities. They provide the employees with the commitment to help drive change in diversity and inclusion within the State and Local Government (SLG). It allows us to capitalize on the extraordinary resources of SLG employees. Best practices from other organizations indicate that when VERGs are established, veteran employees become more engaged in identifying ways to leverage diversity and increase inclusion.
VERGs support the SLG’s commitment of promoting diversity and inclusion, as well as employees’ professional development. ERG- Employee Resource Groups ERGs are employee led, self-directed voluntary groups that offer opportunities to network internally, to attract a diverse employee base, to provide the inclusion of ideas and solutions, and to create opportunities for mentoring and career development. SLG VERG Mission Statement: (Proposed) The SLG VERG’s mission is to circulate up to date information on benefits, resources, and events specific to SLG veteran employees. It will also provide veteran employees with networking opportunities such as mentoring, community outreach, career development, and internal cultural awareness activities.
Employees who join VERGs can
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• Serve as champions for diversity and inclusion in SLG entities and help identify opportunities for us to become more inclusive.
• Identify best practices throughout the organization and get those communicated as broadly as possible for others to consider using.
Objectives
• Support global diversity and inclusion and serve as a resource when needed • Share knowledge, raise cultural awareness and act as a bridge across cultural issues – improving SLG cultural competence
• Work as an employee support system providing education, personal growth, information, and idea sharing • Help with recruitment and retention efforts when possible
• Support managerial effectiveness, leadership development, and communication with employees
• Bring new ideas to management
• Work to enhance civic engagement and strengthen links to, and image in, the community
• Share best practices and learnings with other ERGs
• Remain neutral on political, religious, and ideological issues, both inside and outside of the SLG
• Comply with all policies, guidelines, and rules VERGs Do Not • Engage in any activity that is inconsistent with SLG mission or values
• Exclude employees from participating in meetings or activities
• Advocate for or take a position that could be considered exclusive
• Engage in discriminatory conduct on any basis
• Promote political, religious, or ideological views, agendas or causes
• Engage in political activities, make political or legislative endorsements, or promote candidates for public office maybe clarify group vs individual (individuals can pursue political activities outside of the hours of work)
• Engage in fundraising activities, either internally or externally, without advance approval
• Make direct charitable donations Membership ERGs are open to all employees on a voluntary basis.
Although many think that a VERG is exclusively for veterans, anyone may join. Employees impacted by military service (i.e. employee served in the military, employee’s family served in the military, employee genuinely shows interest in supporting the veteran community, etc.…) This VERG is open to all SLG employees, regardless of having served in the military. In order to hold a leadership position (Executive Sponsor, Chairperson, Committee) the employee must be a permanent hire. How to start a VERG Veteran employees seeking official recognition as a VERG should submit the following information to their Diversity/EEO Department.
SLG entities lacking those groups may submit their requests to Human Resources.
• Proposed name of the group o SLG VERG (Committee comprised of select SLG entities) State of Illinois VERG Cook County VERG City of Chicago VERG Chicago Transit Authority VERG (CTA VERG)
• A mission statement demonstrating how the group will support its members and the SLGs commitment to diversity & inclusion
• The names of at least ten employees seeking to establish this group
Key Roles & Responsibilities: VERG Executive Sponsor A VP or above supporter and advocate for the group who provides strategic guidance and serves as a liaison to other leaders and HR. He/She should mentor and guide the VERG members in their efforts to create a dynamic, inclusive workplace. VERG Chairperson Functions as the SLG entity representative of their respective VERG. Acts as a direct liaison to the Executive Sponsor. Responsible for working with the SLG VERG to set the strategic direction of the organization and removing obstacles to help ensure the organization meets its goals. Helps ensure that the organization’s goals are aligned to the focus areas established by the SLG VERG. Encourages and establishes policies (as needed) and activities in agreement with the objectives of the respective VERG. VERG Co-Leads Assists the Chairperson with their assigned roles and responsibilities. Serves as conduit between Chairperson and committee. VERG Committee The overall group for the VERG who manages the group and is responsible for communications, activities, and frequency of meetings. Resource Groups will meet quarterly at a minimum. Committee positions may include but not limited to:
• Community outreach
• Leadership development
• Employee networking
• Communication Organizational Support
Each group will have an annual budget of , funded by HR/General Fund, at the beginning of each fiscal year (or pro-rated based on when in the budget year the group is established). The ERG will provide an accounting of their expenses to HR at the end of the fiscal year. Unused funds cannot be rolled over to the following year. The budget is intended to support VERG activities in all offices. SLG entities reserve the right to dissolve their Veteran Employee Resource Group if the leadership of the group requests that the group be dissolved, or if the group is found to be out of compliance with SLG guidelines, other policies or rules. How, specifically, can a VERG support employees’ professional development? There are many ways this could occur. Examples include:
• By inviting speakers to VERG meetings based on member interest
• By using their annual budget to conduct educational seminars based on member interest
• By assuming leadership roles on the VERG
• By identifying colleagues who could serve as informal mentors Activity ideas Recruiting
• Educate HR staff and hiring managers on the importance of hiring service members
• Create a process to identify service members who are applying for jobs with the city
• Provide assistance with resume building and translating military experience to civilian jobs
• Review job descriptions and add military equivalencies
• Identify how to equate time in service to education requirements (i.e., the number of active duty years or level of military training is equivalent to a specific number of years of higher education)
• Partner with HR to go to job fairs Retention
• Develop a mentorship program to assist current employees with professional development
• Provide opportunities for group activities
• Create a packet with information and resources related to getting deployed and impacts on city employment and benefits
• Provide support for employees returning to work following a deployment
• Support family members of deployed service members
• Develop training for supervisors on veterans’ issues and military culture Recognition
• Plan activities for specific days (Veterans Day, Memorial Day, etc.)
• Involve city leaders in formal recognition events
• Include service members in enterprise-wide decision-making, such as planning for the new building
• Highlight service members in city publications, such as internal newsletters ERG KPIs Specific Key Performance Indicators (KPIs) should be established for each VERG to measure effectiveness of the group. Potential KPIs
• Growth in number of members year over year (Y/Y)
• Number of initiatives held annually
• Veteran employee retention.
