OACP Blog Proposal - Building Belonging Behind the Badge

OACP Blog Proposal - Building Belonging Behind the Badge: Employee Resource Groups in Ontario Police Services

From left to right:Rahim Samnani – Hamilton Police, Alicia Lauzon – OPP, Amy Stewart – OPP, Jasbir Dhillon – Peel Regional Police, Viktoria Tumilowicz – Barrie Police (missing)

Abstract

Employee Resource Groups (ERGs) play a growing and influential role within Ontario police services, supporting organizational culture, employee wellbeing, and public trust. This article explores how ERGs create spaces for connection, advocacy, and professional development while amplifying diverse voices across sworn and civilian members. It also features the OACP Employee Resource Toolkit, co-developed by Barrie, Hamilton, Peel and Ontario Provincial Police Services that serves as a resource for police services to incorporate and enhance their organization’s inclusion, diversity, equity and accessibility (IDEA) efforts. By highlighting their purpose, impact, and potential, this blog underscores why ERGs are not only support networks, but also strategic partners in shaping the future of policing in Ontario.

Blog

Who are you?

What words come to mind when you hear the words ‘Employee Resource Groups (ERGs)’? ‘Are they social clubs’ or maybe ‘They’re exclusive’? What if I were to suggest to you that ERGs are problem-solvers made up of voluntary sworn and civilian members of many backgrounds, who have the potential to reduce friction and help police services run more effectively and collaboratively.

ERGs are voluntary, employee-led groups formed around shared experiences or professional interests. In policing, this can include groups focused on mentorship, wellness, cultural identity, accessibility, or gender equity, to name a few. As police services consider the realities of who they recruit, how long people stay, and what it takes to support its members through demanding careers, ERGs are a practical way to strengthen organizations.

It’s also important to understand what ERGs are not. Some beliefs include that they separate employees into groups, prioritize certain groups over others, or they are complaint forums. For some, ERGs may sound like a corporate initiative that doesn’t belong in a policing environment. When structured properly, ERGs can be a useful, member-led tool that supports professionalism, operational effectiveness, and retention without compromising standards.

Officer readiness and safety

There is something to be said about the cohesion that ERGs provide its members. Think about it – policing is a high-risk profession where trust, cohesion, and judgment matter every shift. What happens inside the organization may directly affect what happens on the road and at calls. ERGs can contribute to organizational strength and safety by improving internal communication between members and leadership, identifying issues that affect morale and performance, supporting early intervention rather than crisis response, and connecting members with one another.

Leadership asset to supervisors

ERGs can be an important asset to supervisors and command, providing leaders with unfiltered insight they may not get through the ranks or through formal reports. They can help test policies and initiatives before service-wide rollouts, helping leaders understand how decisions land on the ground with the front-line. Big picture, lines of communication are enhanced between members and leadership. ERGs work best when leadership listens but doesn’t control the group’s voice. This does not replace chain of command; it strengthens it by improving awareness and decision making.

Hire to retire

Canadian police services invest heavily in recruitment and training. Retaining skilled, experienced members protects that investment. From hire to retire, ERGs can support a member’s entire career span such as recruits navigating the transition into policing, members moving into specialized roles or leadership, mid-career members experiencing burnout or disengagement and members preparing for retirement – think better onboarding and mentorship practices. Bottom line - ERGs help good people stay, ensuring experience builds capacity within the organization.

Fairness and professionalism

A common concern is whether ERGs undermine standards or create division. Well-governed ERGs do the opposite. Effective ERGs do not lower operational or performance expectations. Participation does not affect performance management or promotions. They do support consistency, fairness, and respect across the Service, reinforcing that professionalism applies to everyone. The focus is on removing unnecessary barriers, not providing exemptions from the job.

Real outcomes

A shift has happened. Historically, ERGs came together to address negative workplace experiences. While this is important, positive benefits of involvement can be seen as reasons for engagement. ERGs can be a collective voice bringing forward employment process improvements for the betterment of everyone. This may include consulting on operational policies that improve officer safety and well-being, advocating for fairness in career progression that improves accessibility for advancement, or providing forums where members share their experiences with leaders resulting in improved engagement and retention initiatives.

When ERGs are connected to decision making, they become a practical tool for building a healthier, more inclusive police service. Results matter.

Just Do It

ERGs are not a solution to every police service’s issue. They work best alongside strong leadership, clear policies, peer support, wellness resources, and accountability.

Used properly, ERGs are one part of a modern policing toolkit. They are about listening to members, early identification of issues, and strengthening an organization from the inside.

Thinking about creating an ERG, but don’t know where to start? You’re not alone and we’ve got you. The Ontario Association of Chiefs of Police launched an ERG Toolkit, co-developed by Barrie, Hamilton, Peel and Ontario Provincial Police Services, aimed at providing guidance – everything from getting started, how to develop an operating structure, how to engage with employees, to celebrating measurements of success.

In addition, check out this video showcasing the voices of some incredible ERGs who inspire and lead this movement.

In a profession built on trust, teamwork, and service, ERGs, when thoughtfully implemented, can help Canadian police services support their members, retain experience, and remain effective in increasingly complex environments. Together, we are more.

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