Networks

Networks are a really useful tool for organisations to use to establish how people are feeling within the workplace. However, whilst their independence is important, there needs to be proper governance in respect of how they are set up and run.

1.  If someone in the workplace registers an interest in setting up a network, the Diversity Head, HR or person responsible for staff in the workplace, should take the lead. It may be that a group already exists, or that they need advice as to how they develop.

It would be helpful (but not necessary) if the group has an interim leadership team in place and have a clear idea of their aims and objectives that are in sync with the organisation's core values.

Develop a business case for why it should exist and consider the following:

• Objectives
• Benefits of your group to members and your organisation (eg. employee relations, role models, better understanding, marketing opportunities)
• Possible dis-benefits in terms of barriers with others and encouraging silo mentality
• Organisational structure (Chair, Vice Chair, Secretary, Treasurer etc)
• Development plan
• Budget plan

2.  Decide how much you can offer in terms of support to the network.

3.  Within the first year, the network will need to run an election and elect the Chair, Vice Chair, Secretary and Treasurer. A decision will also need to be made about the length of such posts (2 years, 3 years etc).

4.  The Network will need to set a constitution. It should contain information such as aim, vision, mission leadership team, term of office etc). Set up some advice and guidelines about what you require from a constitution.

Deloitte and BT have both set up a variety of networks, further details of which you can view on our Case Studies pages.