Fifth Third Bank identified an opportunity to increase effectiveness within its existing employee affinity Business Resource Group (BRG) model. While our BRGs have been very active, employees had different access based on location and we needed to level the playing field. Fifth Third Bank decided to focus on key areas for improvement around consistent resource allocation, including deep leadership involvement and advocacy, and a renewed focus on membership across our footprint.
As background, employee groups started in the early 2000s as grass-roots efforts across our markets. A defined structure for BRGs was launched in 2012. They were positioned to focus on Employee Development, Community and Business to align with existing Bank strategies and adjust to changing organizational needs.
In 2017, Fifth Third evolved the BRGs with a major refocus. The new and enhanced model includes the addition of eight virtual Enterprise-wide BRGs (EBRGs). Each is led by a member of the C-suite team who provides tailored strategic guidance and insight into executive thought. Enterprise BRGs focus on employee development while Regional BRGs continue to exist and are active in local initiatives.
The eight Enterprise BRGs, in local, physical and e-virtual forms, include:
The benefits of this enhanced dual model include:
Implementing this new BRG model resulted in immediate outcomes for the Bank and we anticipate additional long term benefits.
Mary McFarland, VP, Inclusion and Diversity Manager