Sustainable HR practices enhance corporate responsibility and workplace culture, attracting top talent and driving long-term success, writes Neil Hughes
Sustainable HR can be viewed through two lenses.
First, as a means to support initiatives that align with an organisation’s corporate social responsibility (CSR), and second, to create policies and practices that enable a sustainable workplace culture.
The Society for Human Resource Management recently reported that more than 65 percent of job seekers favour firms with sustainable HR practices. This creates a challenge for senior leaders and human resources (HR) functions to introduce sustainable HR practices that attract, retain and develop employees.
Embedding sustainability across people practices
HR functions can integrate sustainable HR methods throughout all people practices, including recruitment and onboarding, learning and development, performance management and hybrid working policies.
Introducing sustainable initiatives drives both operational and cultural change and supports the organisation in achieving CSR commitments and improving corporate image.
Additionally, sustainable HR fosters a culture of responsibility, enhances employee engagement and contributes to long-term business success.
Recruitment functions that create sustainable ways of attracting, assessing and onboarding new staff will gain a significant competitive advantage in the ‘war for talent’.
For instance, processes that are highly automated improve the candidate experience and contribute to sustainable practices.
We have seen a marked increase in HR functions designing and delivering learning and development (L&D) interventions that educate and upskill their employees on environmental and sustainable practices.
L&D courses can be used to promote green initiatives such as reducing energy consumption and single-use plastics, promoting recycling, raising employee awareness and promoting action.
Organisations that empower their employees with knowledge and skills in this area improve their ability to contribute to the company’s environmental, social, and governance (ESG) goals.
Some organisations offer the opportunity to achieve a diploma in business sustainability and provide courses that are CPD accredited.
We have also seen L&D functions become more aware of delivering learning in a sustainable way.
For example, facilitating learning online rather than requiring staff to travel to face-to-face learning events.
Driving engagement and long-term cultural change
An important factor in our people’s motivation is their ability to make the connection between their work responsibilities and their organisation’s purpose and goals. HR functions can facilitate this connection by embedding the company’s values throughout all procedures, policies and initiatives.
Additionally, sustainability can be linked to and reflected in performance evaluations.
Recognising employees who contribute to sustainability goals can incentivise further commitment across the workforce.
Importantly, HR functions should encourage employees to get involved and set the tone that achieving sustainability targets will be a collaborative effort.
Employees will often have ideas that could prove valuable in enhancing the company’s approach, and establishing a space for them to comfortably share these ideas through an employee-led sustainability group can work well.
Most employees recognise the social and environmental benefits of hybrid working. This is one of the most accessible and impactful sustainable HR practices that helps to reduce emissions while increasing flexibility and supporting individuals with an improved work-life balance.
By implementing programmes that support physical and mental health, HR can help create a more resilient and productive workforce.
All the evidence shows that sustainable HR practices benefit employee and organisational performance by improving retention, reputation, and engagement. It is clear that sustainable HR practices create a positive work environment.
So, how will you begin?
Neil Hughes is a Director in Grant Thornton’s People and Change Consulting practice
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