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How Atlassian used Indi to build their ERG foundation, measure ERG engagement, and empower ERG leaders

The impact of Indi on Atlassian’s ERGs was immediate and significant, with Atlassian growing active members by 12% per year and weekly active leaders by 40% since launch, and saving 20 hours per week on membership management and engagement analysis alone.

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Jamal Mazyck, EdD

Diversity, Equity, Inclusion Lead

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Summary

Needs

  • Building the foundation of the ERG program, since ERGs didn’t officially exist

  • Gaining visibility into leader and member engagement

  • Empowering ERG leaders, both Global chairs and Regional chapter leads

  • Supporting the upskilling of ERG leaders in ways that positively impact their day-jobs

  • Driving executive buy-in for ERGs

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Results

  • Used Indi engagement tracking to build action plans that grew average active ERG members by +12% per year

  • Helped increase weekly active ERG leaders by +40% since launch

  • Saved 20 hours per week on membership management and engagement analytics

  • Streamlined setup and management of 9 Global ERGs with 2-3 Regional chapters per ERG

About Atlassian

Founded: 2002

Headquarters: Sydney, Australia

Revenue: $3.5 billion USD (2023)

Company Size: 11,000 (2024)

Number of Global ERGs: 9

Company Description: Atlassian is a software company that develops market-leading, cloud-based collaboration products for software developers and project managers, such as Jira, Confluence, and Loom.

Context

Atlassian, a leader in cloud-based collaboration software, has always prided itself on its data-driven culture and self-serve tools. However, when it came to its newly-formed ERGs, the company realized that they lacked ongoing visibility into key operational ERG metrics and tools that empowered ERG leaders to thrive and do their best work.

 

In 2022, Atlassian, led by Jamal, decided it needed to find a robust platform that could help surface key insights around ERG activity and identify opportunities to foster community.

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“We have a whole bunch of internal platforms and tools that are also cloud-based; but they’re not conducive to empowering ERG leaders and community building (like Indi).”

 

After talking to other DEI practitioners about what solutions were out there, Atlassian selected Indi’s ERG management platform. Key differentiators included Indi’s analytics capabilities, support for global governance structures, ambitious product roadmap, and company mission.

Needs

Prior to implementing Indi, Atlassian relied on a combination of manual methods and disparate software products to manage their ERGs. None of these processes were efficient or directly helpful for community building. This made the effort of managing ERGs time-consuming. In addition, understanding leader and member engagement drop-off points was a blindspot.

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“In building ERGs from scratch, I realized that engagement levels aren’t always consistent. And so, I wanted to figure out how to fill the engagement gaps in between the recognition months and days. Using Indi to figure out how to keep engagement at a level that would retain members was mission critical.”

Results

New metrics

Indi’s proprietary analytics tools uncovered and quantified key dropoff points in member engagement, helping Jamal identify and implement successful re-engagement tactics that grew average active ERG members by +12% per year.

 

“Indi has given us new information. Now that I can see where those engagement pain-points are, I can drill down when those things are occurring and be diligent towards improving that.”

 

Empowering leaders through self-serve management tools

In line with the DNA of Atlassian, Indi’s self-serve ERG management software empowered leaders to engage their communities in new ways. From launch to June 2024, weekly active ERG leaders have grown +40%.

 

“(Indi has) Empowered the leaders and encouraged their upskilling in a way that contributes to their day job. Things such as creating programs and events that require event planning, budget allocation, leadership in terms of organizing, and working with point-people.”

How would you describe what it’s like to partner with Indi?

“Indi is helping us stay organized and get senior leaders on board more fully. My primary responsibility is to make sure all current employees feel safe, seen, heard, and protected. Indi has been the tool that has organized that empowerment in the form of structured programming for ERGs, and we’re grateful for that.”

What are some parting words you have for other DEI specialists looking to build a successful ERG program like you’ve done at Atlassian?

"You cannot be overly prescriptive. You have to listen to your leaders, members, people."

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