Employer Resource Networks: What Works in Forming a Successful ERN?

"This brief summarizes the results from a survey that was conducted to determine what components are necessary to form a successful ERN [Employer Resource Network]. Thirteen representatives from six West Michigan ERNs were interviewed. The purpose of these interviews was to gather evidence reflecting" on the importance of the size of the ERN, how ERNs fare during recessions, the importance of sectoral diversity, the importance of proximity of member firms, the role of upper level management in successful ERNs, and the networking advantages of ERNs (p.2). (Abstractor: Author and Website Staff)

“This study suggests that [an ERN's] scale must be at least 5–6 member firms. The average employment level per firm in this study was approximately 75 to 100 employees (some ERNs included firms with much larger employment levels). Using this average employment level per firm and the minimum number of firms per ERN, the scale of employment at member firms must be at least 375 to 600. The neighborhood model of an ERN has many advantages, but most of the individuals interviewed in this study were in ERNs that covered fairly wide geography. The tradeoff for the latter is that these ERNs must achieve scale, but must also operate within an area that can be efficiently served by a success coach. [A]n investment into an ERN requires CEO or upper management approval, and thus they are the targets of marketing efforts. That marketing may come from an internal source—usually the VP of Human Resources—or it may come from other CEOs/management. [W]ell functioning ERNs facilitate productive networking among their members.... [F]ormal governance meetings must be held to make decisions and monitor efforts. But in addition, informal networks arise that may be even more valuable" (p.7-8). (Abstractor: Author)

• Last Updated:
• Created:
• Resource Publication Date: 2012
• Author(s): Timmeney, Bridget; Hollenbeck, Kevin
• Organizational Author(s): W.E. Upjohn Institute for Employment Research
• Funding Source: W.E. Upjohn Institute, Ford Foundation, Disruptive Innovations for Social Change
• Resource Availability: Publicly available
• Posted by: Melissa Mack
• Posted in: Workforce System Strategies