Staff networks are fast becoming one of the most powerful tools for shaping inclusive, engaged, and forward-thinking workplaces. Yet many organisations still don’t have them—or don’t know where to begin.
If you’re wondering why staff networks matter, how to set one up, or what support is available, this guide is for you. It doesn’t just answer the "why"—it gives you the "how" and points you towards the people and platforms who can help.
Why Staff Networks Matter
Staff networks, also known as employee resource groups (ERGs), are employee-led communities formed around shared identities, experiences, or interests. These might represent people from marginalised ethnic backgrounds, LGBTQI+ employees, disabled staff, women in leadership, carers, early-career employees, or faith-based communities.
Staff networks are more than support systems. They are visible signs that an organisation values lived experience and recognises that identity shapes how people experience the workplace. They help organisations go beyond one-off awareness events and embed inclusion into everyday practice.
When done right, staff networks become powerful platforms for change. They give underrepresented employees a space to be heard. They offer support during difficult times and celebrate cultural and social milestones. They challenge inequality, shape policy, and hold the organisation accountable to its values. And for many individuals, they offer the first taste of authentic workplace belonging.
First Steps in Setting One Up
Setting up a staff network doesn’t require a blueprint, but it does require clarity, commitment, and collaboration. The best networks begin with conversations. Start by asking around—what issues are people facing? Where is community lacking? Would a formalised network help foster connection and support?
Once interest is established, the next step is to define purpose. Is the network primarily for peer support, advocacy, professional development, or awareness-building—or all of the above? Clear aims make it easier to plan events, evaluate impact, and secure organisational support.
No one should have to build a network alone. Gather a small founding group who share the vision and are willing to contribute. Delegate roles where possible. Consider designating leads for communications, membership, event planning, and liaising with HR.
You’ll also need to work out the practicalities. How often will you meet? How will you welcome new members? How will you communicate your goals and keep people engaged? Keep it simple at first—your network can evolve over time.
HR or EDI teams can be valuable allies. Reach out early, even if the group is still informal. Ask what support is available. Could the network be promoted on internal platforms? Can you use meeting rooms or digital tools? Will there be budget for events? Building these bridges early increases your visibility and legitimacy.
And when it’s time to launch, make it count. Host an open event, virtual or in person. Talk about why the network exists. Encourage people to share their hopes and ideas. Make it welcoming, inclusive, and informal. First impressions matter.
What Makes a Staff Network Successful
Not all staff networks look the same—and that’s a good thing. The most successful networks reflect the people they serve. But there are a few common features that help any group succeed.
The best networks are inclusive from day one. They are open to all who share or support the lived experience the network is centred on. They establish psychological safety by encouraging listening, honesty, and confidentiality. And they are consistent. Regular meetings, visible activity, and responsive leadership all help keep a network vibrant.
Successful networks are also collaborative. They work across departments, align with HR and organisational goals, and build alliances with other networks. Rather than operating in a silo, they connect and amplify.
Strategy helps too. Having a plan—even a simple one—gives a sense of direction and purpose. Whether it’s holding quarterly events, reviewing workplace policies, or developing mentoring programmes, goals help people stay focused and motivated.
Celebrating successes, big or small, also makes a difference. Whether it's running a powerful event, giving feedback on an HR policy, or supporting a colleague through a tough time, these are signs that your network is working. Share them. Talk about them. And build on them.
The Role of Employers and Senior Leaders
Organisational support can make or break a staff network. Employers have a duty to listen, support, and enable.
That support should be practical. It means recognising that staff networks require time and energy, and that participating in or leading a network is not extracurricular—it’s part of an employee’s contribution. Time should be allocated during work hours, not evenings or weekends.
Financial support is also crucial. Budgets for events, guest speakers, training, or even merchandise go a long way in building momentum and visibility.
Recognition matters too. Include network involvement in performance reviews. Highlight contributions in internal communications. Elevate network leaders and members when promotion or development opportunities arise.
Perhaps most importantly, leaders must engage. Not just by turning up for a photo opportunity but by showing up regularly, listening carefully, and acting on what they hear. Sponsor the network, yes—but also champion it.
Building a Sustainable Network
Sustainability isn’t about doing more. It’s about doing what matters, well.
Staff networks often rely on volunteer energy. That’s powerful—but can also lead to burnout. Protect the wellbeing of those who lead. Rotate responsibilities when possible. Check in regularly. Celebrate milestones. Encourage rest.
Institutionalising support is also key. Build processes that outlast individuals. Keep simple records of what’s been done and what’s worked. If your organisation has a staff handbook, include network details and how to join. If people leave, ensure the network doesn’t collapse.
Partnerships with other networks or external organisations can breathe new life into your activities. Collaborating on campaigns, sharing speakers, or hosting joint events helps spread the workload and build community across identity groups.
Don’t forget the importance of reflection. Ask members what’s working and what isn’t. Be open to change. Just like any part of an organisation, a network grows stronger through feedback and evolution.
Where to Find Guidance and Inspiration
If you’re starting from scratch or want to strengthen your network, don’t reinvent the wheel. The National Day for Staff Networks website is a great place to start. It provides templates, toolkits, examples, and lived experience insights to guide you.
Your HR or inclusion team may have policies or structures in place already. Ask what exists. You might find a budget, a network framework, or someone who’s been trying to start a similar initiative.
Look externally too. Many public sector bodies, higher education institutions, and large employers have established networks and are happy to share best practices. Webinars, conferences, and LinkedIn groups often showcase success stories and lessons learned.
And remember: you are not alone. There are thousands of network leaders across the UK who’ve faced the same questions, challenges, and opportunities. Their insights can be your inspiration.
Final Thoughts
Starting a staff network is an act of courage and care. It begins with one person asking, “Could we do better?” and grows into a shared journey of listening, connecting, and leading.
If you’ve ever felt unseen at work, if you’ve ever wanted to create space for others to be heard, or if you believe inclusion is everyone’s responsibility—then you already have what it takes.
The path won’t always be easy. But it will be worth it.