Uncertainty is universal across today’s quickly changing world of work, and HR is at the heart of navigating how employers help their workforces respond to it. One often-overlooked way HR can respond to uncertainty, according to one chief people officer, is by leveraging the company’s employee resource groups.

According to Janeen Speer, chief people officer at Benevity—a provider of charitable donation-management, volunteer-management and grant-management platforms—ERGs can play a pivotal role in helping organizations navigate uncertainty, including shifting market dynamics and evolving workplace cultures. ERGs can be essential to building workforce resilience, Speer says, and maintaining cultural continuity amid change.

One opportunity for ERGs to be particularly effective is during leadership shifts. They can bring new leaders authentic employee perspectives, foster grassroots engagement and build trust among employees and leaders, Speer says.

Why are ERGs so ‘powerful’ for facing change?

In fact, she notes, Benevity, based in Calgary, Canada, recently navigated some internal leadership changes and found ERGs to be a significant source of support.

“ERGs build communities of people connected through shared interests and understanding,” she explains. “As such, they are a powerful yet often overlooked force of stability during leadership transitions.”

In fact, Speer notes that according to Benevity’s 2025 State of Corporate Purpose report, 87% of leaders say ERGs are a trusted source of information, and 92% say they are positively seen by leadership.

She says that during transition periods that impact an entire company, ERGs can help dispel uncertainty by offering peer-led, credible communication and by reinforcing psychological safety.

“Change at the top can leave employees at all levels feeling uncertain about the future,” Speer says. If the company already has ERGs established, it can leverage them to ensure employees have a safe space to voice their thoughts, process change and regain a sense of stability alongside peers.

A new leader’s support system

According to Speer, ERGs are not only beneficial for employee members during times of leadership transition; they also provide what she describes as an “incredible resource” for new leaders once they join an organization.

“Leaders who take the time to engage with ERGs signal their commitment to listening, which helps reinforce trust in the new leadership team more quickly,” she says.

Additionally, Speer says, ERGs offer leaders deeper insight into what matters to employees at all levels and from all walks of life. For example, she says, if an executive is passionate about evolving a certain company policy around parental leave, they could consult a parents’ or caregivers’ ERG to ensure the change would resonate with the broader employee base.

“Companies and leaders that consult ERGs during decisions affecting specific communities are better able to mitigate risks and anticipate how that decision might impact employee sentiment,” she says.

Speer notes that access to these ERGs also can help new leaders better understand the nuances of an organization’s culture.

“ERGs often reflect the values of customers and employees alike. Listening to ERGs isn’t just good DEI practice; it’s good business for any leader,” she says.

Long-term organizational resilience

Lastly, Speer notes ERGs can help build resilience across the workforce by driving connection and engagement that is of critical importance during times of change.

While leadership transitions can be destabilizing, Speer says, ERGs can be a positive counteractive force to preserve connection and belonging when it’s needed most—while promoting cross-functional collaboration and connection.

“These are critical elements of employee retention and morale during periods of uncertainty,” Speer says.