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Careers & workplace advice from Hays

According to a survey conducted by KPMG in the UK in late 2022, one in three respondents aged 18-24 have turned down a job because they disapproved of the employer’s ESG commitments.

This shouldn’t come as a surprise. As my colleague Jessica Wang wrote in her guidance for organisations employing Gen Z, people entering the workforce are dedicated to righting the world’s wrongs. Deloitte’s 2023 Gen Z and Millennial Survey found that half of Gen Z respondents are applying pressure on their employers to tackle this.

If you’re not addressing this in your organisation, you’re falling behind. So, what’s the solution?

One innovative option could be reverse mentorship. In this blog, I’ll be looking at what reverse mentoring is, the benefits it can bring your business, and advice on how to get sustainability on the agenda.

Reverse mentorship and Gen Z: key insights

Gen Z are passionate about sustainability and will make career decisions based on this.
The Learning Mindset Report by Hays reveals both the popularity and effectiveness of mentorship schemes.
There are benefits to junior members of the workforce teaching and influencing senior figures, including employee satisfaction and engagement.
Meanwhile, senior workers are able to gain valuable insight into new trends and tools, and how they can be used effectively to shape the workplace

What is reverse mentorship?

A reverse mentorship program involves junior (often younger) employees sharing their knowledge with senior colleagues. This stems from the notion that, while experienced workers have lots to teach their juniors, they too have gaps in their knowledge, in particular around modern trends and skills.

While those in Gen Z are new to the workplace, the knowledge, skills and expertise they’ve developed so far can be shared with more established colleagues. Given that 77 per cent of Gen Z support environmental literacy being taught in schools, it’s clear that education on green issues is important to them.

What are the benefits of reverse mentorship?

A reverse mentorship scheme can boost employee engagement by making the workforce feel more valued. This is particularly for younger employees who may feel that their voice is not being heard with regard to sustainability – indeed, only 15 per cent of Gen Z respondents in Deloitte’s survey felt able to influence their employer’s sustainability programs.

Given that it can be difficult to nurture relationships between different generations in the workplace, a reverse mentorship program can also be an effective method of strengthening communication and collaboration. It boosts the confidence of all involved, leading to further employee satisfaction. The reverse mentor can take pride in the fact that they have something to offer to your business, and that their passion for sustainability is relevant and important. It presents them with the opportunity to quickly gain knowledge of the company while building a senior network outside of their reporting line. Simultaneously, the mentee will be presented with the opportunity to implement new approaches and take action, perhaps even becoming a sustainability ambassador themselves.

There’s proof of its success, too. As Hays uncovered in our Learning Mindset Report, 76 per cent of employers and 66 per cent of employees were happy with the impact of the mentorship scheme at their organisation. Other businesses have also shared their success stories of bringing the entire workforce up to date.

How can you implement reverse mentorship?

Reverse mentorship programs are comprised of:

A mentee – a senior person who can impact the business culture (typically Director, General Manager, Head of level). This is someone looking to broaden their understanding of sustainability and who wants to be part of leading change in the sector.
A reverse mentor who would benefit from the opportunity to grow an external network and support a mentee to broaden their knowledge and understanding of sustainability. This is someone with ambition, who ultimately wants to be part of leading change in the sector.

It’s important that both parties approach it in the right way. Some more experienced employees may feel patronised by the idea of being advised or instructed by their Gen Z colleagues. At the same time, those new to the world of work might face challenges in building relationships.

How can you facilitate a positive attitude from everyone? Decide what you want to get out of your reverse mentorship program and set clear objectives – these should align with your company’s sustainability goals. Outline whether this will be an ongoing collaboration or a short-term plan, and whether you’re going to do a small trial or roll this out widely.

Identify your mentors and mentees. Do you have the right Gen Z workforce who are equipped with green skills? Or do they themselves need more training on the subject (something they are likely to be receptive to)?

Lastly, communicate this clearly to those who have expressed an interest in learning more about sustainability, or those in the business who you think require this knowledge. Make it clear why you are running the scheme and what your goals will be, the timeframe for the programme as well as why you have selected your mentors. Once the scheme is underway, provide opportunities for feedback, and keep adjusting and improving as you go along.

Reverse mentorship and Gen Z: next steps

Whilst reverse mentoring presents a major cultural shift, the benefits are clear. It boosts employee engagement, improves your workforce’s skillset and reduces attrition rates in the process. By leveraging the knowledge and passion of your Gen Z workers, you can bring your senior staff into the modern world and take greater strides in your sustainability journey.

Think about whether such a program is right for your organisation, and follow the steps listed above to get started. With the right direction, you’ll be looking at a better informed, more confident workforce!

Saturday 3^rd December marks the International Day of People with Disabilities. The theme for this year is: “Transformative solutions for inclusive development: the role of innovation in fuelling an accessible and equitable world”.

The lack of opportunities to enter the workforce and experience career success continues to pose problems for people with disabilities. Because of this, it’s imperative that we find solutions to create a truly accessible world of work. In addition to technological innovation, there are many ways organisations can attract and retain a diverse workforce by adapting their practices. In this blog, I’ll share some data from our recent report, and some of the changes my colleagues have discussed in the last year.

Inclusion toward people with disabilities in the workplace: key insights

A global report compiled by Hays shows that people with disabilities are more likely to face unemployment than their peers.
Recent data suggests that the pay gap between people with disabilities and other workers is still significant.
Innovation can provide opportunities for accessible workspaces and training – many of which we are already seeing today.
At all stages, it is important to listen to those affected and gain their advice on how to improve your organisation’s attempts and inclusion.

People with disabilities are less likely to succeed in the world of work

To explore the difficulties that many people face in the world of work, Hays has released a global report, titled ‘Focusing on employment inequity: how we can help’. The findings show the extent to which people living with a disability are more likely to experience unemployment than somebody who isn’t.

Furthermore, data from 2022 shows that, on average, workers in the UK without a disability earn roughly 17.2 per cent more than those with one – an increase from 2021. In the US, workers with a disability earn on average just 76 per cent of their peers. Similarly, people with a disability in Australia are more likely to have a low level of income.

As a result, people with disabilities are turning elsewhere for career success. Our report details that: “workers living with a disability account for 14% of the self-employed workforce in the UK and between 2013 and 2018 the number of self-employed disabled workers has risen by 30%”.

Dr Nancy Doyle, founder and Chief Research Officer at Genius Within, discussed this in a live event with Hays CEO, Alistair Cox. Nancy, who is neurodivergent, set up Genius Within to help neurodiverse workers be their best at work. During the conversation, she explained that somebody with ADHD is twice as likely to start a business as somebody neurotypical.

How can innovation create an inclusive workplace for employees with a disability?

Innovation in hiring

Think about the hiring process and whether it’s a comfortable, attractive experience for all candidates. Is the language you use in your job specs and interviews inclusive? When interviewing remotely, it’s impossible to make eye contact with one another. Think about body language over video call, and how it might appear to neurodivergent candidates. Likewise, consider whether your perceptions of the candidates’ body language are based on neurotypical expectations.

Some candidates with a disability will disclose this in the expectation that you make efforts to suit their requirements. What innovations can you deploy to tailor your application process accordingly? Remote interviews have become commonplace in the new era of work – these should be available to anybody who might struggle to visit the physical workplace. Consider whether a panel interview is absolutely necessary, as some candidates may find this overwhelming as a result of their disability. Any factors that will not accurately reflect their aptitude for the role should be removed.

Innovation in the workplace

We must also ensure that employees have equal opportunities in the workplace. As part of the Hays initiative, Helping for your tomorrow, our staff have been equipping people with disabilities with the tools they need to enter the world of work. For example, we have partnered with Paralympics Ireland to support athletes as they transition into the workplace. In the Americas we are working with the Special Olympics to create inclusive workspaces through virtual experiences.

Is their workstation suitable? Remote working allows employees with disabilities greater control over their environment and allows them to thrive. As Magnus Hedemark discussed in an interview with Hays’ James Hallahan, he cannot replicate his home setup in an office space since he would feel self-conscious. At this point, you have two options: to let the employee work remotely, or to ensure the culture in your office is a safe one. To truly promote inclusion, you must do both.

Of course, technological advancements have a big part to play, too. What about the workspaces of the future? James Milligan, our Global Head of Technology Solutions, has already written about how organisations can utilise the metaverse. Virtual spaces allow greater accessibility and can be used for onboarding in a convenient environment. My colleague Olivier Pacaud has expanded on this idea here. However, it’s key that employers involve a diverse range of voices during implementation to ensure it meets their requirements.

They could also promote inclusion amongst co-workers. James writes: “One idea proposed to combat potentially offensive language (even if used unintentionally) in a virtual workspace is a real-time warning to those communicating. Provided through artificial intelligence, this would give the person speaking an opportunity to rephrase or change their message before delivering it.”

Inclusion toward people with disabilities in the workplace: Next steps

I recommend that you read our report to find out more about inequity in the workplace. This will help you to understand the areas in which people with a disability are facing inequity at work.

After two weeks of intense negotiations in Sharm el-Sheikh, COP27 came to a close last week. The annual international climate summit saw world leaders and business chiefs working to further action on climate change.

Some important progress was made with the pledge to provide loss and damage funding to vulnerable nations. This is the money needed to recover the physical and social infrastructure for nations devasted by climate-change impacts, including extreme weather.

However, there were widespread warnings from credible scientists and campaigners, who sensed a lack of collaboration in making significant cuts to global emissions. Ultimately, they warn, this would mean that we are no longer on track to limit global warming to 1.5C.

In this blog, I’ll be looking at the main talking points from COP27 and what your business can do to make progress in your sustainability journey.

Why are critics unhappy with events at COP27?

Ahead of the conference, 75 per cent of executives expressed the belief that COP27 would “generate the outcomes needed to conform to the Paris Agreement”. Instead, attempts to include stronger language on the long-term phaseout of fossil fuels in the political agreement were once again unsuccessful.

Frans Timmermans, the EU policy climate chief, commented, “this is the make-or-break decade but what we have in front of us is not enough of a step forward.”

Nevertheless, more than 100 CEOs and senior executives expressed their commitment to the Paris Agreement. An open letter shared with world leaders called on the private sector to set science-based targets, collaborate to drive transparency, work with major industry and trade associations to advance alignment with the Paris agreement and help to harmonise international reporting standards.

What does this mean for you?

Decarbonisation

The most effective action your organisation can take to deliver against the goals of the Paris agreement is to reduce your carbon emissions.

At Hays, we’ve set Science-based targets, which were approved by the SBTi in February 2022. We have pledged to halve our Scope 1 and 2 and selected Scope 3 Greenhouse Gas emissions by 2026 (versus 2020) and to halve our Scope 3 emissions from purchased goods and services and capital goods by 50 per cent by 2030 (versus 2020). We’re proud say that, in 2022, our Scope 1 and 2 emissions are down 33 per cent and 77 per cent respectively and business travel (scope 3) down 75 per cent.

Don’t ignore Scope 3 emissions. These frequently account for the vast majority (70 per cent plus) of an organisation’s carbon footprint (I’ve written more about that here). At Hays we’ve expanded our scope 3 emission disclosures and reported additional categories. To achieve this, we will actively seek to work with suppliers that are on their own Net Zero journey, as well as seeking to extend the life of certain assets rather than replacing them, e.g. phones and laptops.

Carbon offsetting

The parties at COP27 were unable to reach an agreement on which projects qualify for carbon offset credits. As defined by Carbon Offset Guide, “A carbon offset broadly refers to a reduction in GHG emissions – or an increase in carbon storage (e.g., through land restoration or the planting of trees) – that is used to compensate for emissions that occur elsewhere.”

Nevertheless, credible and certified carbon offsets have a role to pay. To compensate for residual emissions that we are yet to reduce or can’t avoid, we have decided to offset all aspects of our Scope 1 and 2 and selected aspects of our Scope 3 greenhouse gas emissions by supporting carbon offsetting projects. Our CEO, Alistair Cox, has discussed how Hays has invested in this through our relationship with Climate Partner here.

Talent attraction and retention

As I discussed earlier this year, organisations have several reasons to prove their sustainability credentials. With regard to hiring and retaining employees, our own poll showed that 61 per cent of respondents would consider a company’s commitment to sustainability before applying to work there. Meanwhile, according to a study by UK-based Bupa, 52 per cent of employees would stay longer at an organisation with ESG (Environmental, Social, and Governance) commitments.

Customers are looking to understand what action business is taking on climate change. Recent research from analytics company Kantar shows that 77 per cent of respondents believe that businesses’ plans to fight climate change are not ambitious enough. A 2022 survey in the US by The Conference Board revealed that consumers of all ages showed a preference for brands that were dedicated to sustainability.

Talking points from COP27: next steps

While progress at COP27 may have been underwhelming, this is not an excuse to slow down our efforts. To quote sustainable business advisor Mike Barry: “there is no literal or metaphorical storm shelter big enough for societal or economic survival in a 2.5-3.0C world.”

The spirit of 1.5C is still strong and the world will undoubtedly be a better place the closer we stay to the guiderail. Aligned with this, consider the benefits that positive actions can have on your organisation, and reflect honestly on whether you’re doing enough at the moment to meet the expectations of your people, your clients and the wider society within which you operate.

Make progress on your net zero journey by ensuring your supply chain management is on the right path too. Our Global Head of Sustainability, Kirsty Green-Mann, explains how Hays have taken action – and how your organisation can do the same.

According to a Hays poll on LinkedIn from late 2022, almost two thirds of respondents believe it is important that their business partners set targets to reduce greenhouse gas emissions. Until now, this hasn’t been a mandatory part of sustainability reporting.

However, that is set to change. Toward the end of 2022, the International Sustainability Standards Board (ISSB) voted to ensure that, by 2025, companies reporting on their carbon footprint would have to disclose their Scope 3 greenhouse gas emissions.

What does this mean exactly? A company’s emissions are categorised into three scopes, depending on where they occur in its actions or associated practices. As explained by Climate Partner, with whom Hays is closely working, Scope 3 emissions “includes all indirect emissions that occur in the value chain of a reporting company”.

In this blog, I’ll be looking at how you can influence your supply chain so that they align to your sustainability targets, with examples from Hays’ own actions.

Influence your supply chain on sustainability in your Net Zero journey

Even if you’re not required to report on your supply chain, that doesn’t mean you should be ignoring it. Up to 70% of a company’s carbon footprint can derive from its supply chain. There are a number of ways that this can happen. For example, upstream emissions include travel (either for business or regular commuting), distribution and waste, to name a few. Meanwhile, downstream emissions range from transportation to how your products are used and disposed of.

Ensuring that your partners are committed to reducing their own emissions can make a big difference in reaching your net zero goal. My colleague, David Phillips, has already written about challenging suppliers to be more sustainable as part of your organisation’s post-COVID recovery. So, how can you decrease your Scope 3 emissions?

Steps for making sure your supply chain management has the right impact on sustainability

Finding, communicating with and rewarding supply partners that adhere to sustainability and ethical values is a big step – but it is just one part of the process.

Calculate your Scope 3 emissions. Data is crucial if you’re to set realistic targets, and then accurately measure your progress. Look at your entire supply chain and work out where making changes will be most effective and have the greatest impact.

Set credible reduction targets. Using these insights set your reduction targets. For example, Hays is committed to halving Scope 3 emissions from purchased goods and services and capital goods by 2030.

Get your current suppliers and vendors onboard with your net zero journey. A first step is to develop a Supplier Code of Conduct as we have at Hays. This defines our commitment to carbon reduction in our procurement activities and to responsible purchasing. We expect our suppliers to aim for similar targets, and to promote these standards in their own supply chain.

Build on your engagement with suppliers Contact your top suppliers and contractors initially and encourage them to review the impact of their operations and extended supply chain on the environment. Offer to work together and keep your partners aware of developments.

Monitor and reward accordingly. Keep track of the target suppliers within your supply chain and whether they are making efforts to reach their own sustainability/ carbon reduction targets, as well as yours. Appraise their performance regularly, and consider how you award contracts on the basis of their environmental performance.

Consider the impact of your product or services. What will happen once things are out of your hands? If you’re distributing physical products, can they be disposed of responsibly or repurposed? Will your services or products be used in a way that is detrimental to sustainability targets or your ethical values? Think about procurement: how and what you purchase.

Communicate internally. This applies to your own workforce, too. They have the capacity to make a huge impact. For example, we also promote awareness of our Supplier Code of Conduct and Procurement Policy as it develops among staff involved in procurement activities.

What to remember when considering sustainability in your supply chain

Scope 3 emissions are hugely significant, but not easily quantified or measured. Reaching your net zero targets means getting everybody on board with your mission, from suppliers to employees. Identifying where big changes need to made, and communicate these effectively.

There are times when work may leave you stressed and exhausted. If you ignore these feelings or let it happen too often, you risk workplace burnout.

Burnout at work can happen to any of us and it can impact anything from your mental health to your blood pressure. While the working world has changed in recent years, the causes of burnout and how to deal with it haven’t.

Attending a physical workplace in some form can result in feeling exhausted. For those working remotely, setting up offices in our homes has left many struggling to keep both environments separate. This naturally leads to longer working hours and an unhealthy work/life balance. All this puts you at even greater risk.

Burnout at work doesn’t need to be permanent, and there are steps you can take to manage stress. In this blog, I’ll be looking at how to deal with burnout and what to avoid.

Remember: You’re not alone dealing with burnout

It might seem as though everyone else is able to cope with the stresses of their work life. Another common misconception is that burnout only affects people with high-stress roles. Many also believe that only those with lots of responsibility are at risk.

In fact, in 2024, 91 per cent of adults in the UK experienced high or extreme levels of pressure or stress in the past year. 44 per cent of U.S. employees reported feelings of burned out at work. In Australia, 61 per cent of workers also reported experiencing burnout.

What does this mean? Firstly, that you are not alone. Others have experienced burnout at work, and they’ll understand when you do too.

Secondly, and just as importantly – it isn’t your fault. Symptoms of burnout affect a lot of people, and you aren’t doing anything wrong.

Avoid presenteeism – working when sick isn’t working

The previous pandemic led to a negative impact on mental health. This, combined with more people working remotely, led to a new form of presenteeism in the modern working world. People engage in presenteeism to intentionally show their dedication and commitment to work. This occurs even if you’re experiencing physical and mental health symptoms.

A report from CIPD unearthed that 46 per cent of UK employees had worked despite being too unwell to fulfil their duties.

This doesn’t go unnoticed. In 2022, a huge 81 per cent of UK employers saw presenteeism among its remote workforce. This makes sense – working from the comfort of the lounge or bedroom means we’re less likely to call in sick. “Sure, I don’t feel great, but it’s not too bad, is it?”

Working with physical symptoms won’t aid your recovery. To be honest, it’s unlikely to help your employer either, given the loss in productivity. It’s better to take a sick day to reduce your risk factor of burnout at work.

Don’t fear the consequences of taking a break

If you’re in danger of workplace burnout, you may feel a lack of control. You shouldn’t continue to strain yourself just to keep up appearances. Signs of burnout include becoming disinterested, cynical or even irritable. This won’t help you in your role or with your workplace relationships. When that happens, there could well be more to lose if you do carry on.

It’s understandable that you’re worried about your achievements going unnoticed or your employer undervaluing you. However, trying to prove yourself until you experience physical and emotional exhaustion isn’t a healthy solution. In the past my colleague, Christine Wright, has offered advice on what to do.

Don’t compare yourself to others

Working remotely or hybrid means fewer opportunities for water cooler chats or grabbing coffee with a colleague. As a result, you have fewer pauses in your working day. You’re also less likely to get a truthful assessment from your colleagues.

Let’s be honest, if you ask anybody how their day is going, you can already guess the reply. “I’m so busy.” “It’s hectic!” “I’ve got back-to-back meetings!”.

Of course, this is sometimes true, but in your head, it’s happening to everyone all the time. This contributes to the idea that you should be working even harder to match their standards. Often this can then lead to imposter syndrome.

Talk to your colleagues – and your manager – about burnout

If you’re experiencing temporary or chronic workplace stress, find a colleague that you can share your problems with. Talking about your problems honestly and openly can be beneficial. After all, there’s a good chance that you’re not the only one at your company who feels this way. If they are struggling with their workload and in danger of workplace burnout, you’ll know that something needs to change at your workplace.

A recent Hays poll revealed that 51 per cent of respondents could discuss mental health with their manager. It’s understandable that you might be hesitant about speaking to your manager about these issues. However, if you believe that events at work could lead to burnout, it might help.

Book a meeting with your manager so you can discuss the matter privately with their undivided attention. Here’s what to consider when talking to your manager about burnout at work. You can make a list of these to discuss:

Phrase your concerns in a way that doesn’t put the blame on them. Start the conversation softly.

Identify the source of your burnout and explain why it’s affecting you.

Try to articulate your current feelings and attitude and how it’s impacting you and your performances.

Suggest potential solutions or at least improvements. This could be time management or prioritising certain tasks from heavy workloads.

92% of US workers value organisations that care about their emotional and psychological well-being.

If you feel as though your employer doesn’t take your well-being seriously, it could be time to consider a change of scenery. In another survey, 81 per cent of respondents said a company’s approach to mental health determines if they’ll accept a job offer. Additionally, 40 per cent of people who left their jobs in 2021 cited workplace burnout as a factor in their decision. Therefore, if you’re experiencing burnout, leaving your current role might be the right option for you too.

Focus on your individual needs – at work and at home

It isn’t your fault, but there are steps you can take to deal with burnout at work.

Take time for yourself. This means starting work at a reasonable time and not staying too late. There’ll be occasions when you won’t be able to finish work on time, but don’t make it the norm.

If you’re at home, there’s a chance that your office might even be in the kitchen, depriving you of the chance to stretch your legs and get a drink. Schedule regular breaks throughout the day unless it’s simply not possible. Use your annual leave to get away from your work entirely. Use this time to go on vacation, spend time with friends or family, or just a few days to rest.

Make time for your personal life. Many people find that exercise is beneficial. Find something that suits you. If you have other hobbies, that doesn’t need to be a long-distance run or hours spent in the gym. Try yoga or practice mindfulness to help you destress.

Lastly, try to avoid the temptation of keeping your eyes glued to a screen late into the night. I know it’s hard. But watching another episode on Netflix or scrolling through social media won’t help you get a good night’s sleep.

What to remember: how to deal with burnout at work

A healthy routine, lifestyle and attitude to your role will only help you to be productive in the workplace. Even though it’s easy to look around you and think that everyone is doing fine, you aren’t alone.

Instead of continuing to overwork until you crash (or carrying on after you already have), take a break. Your break could be anything from a short one during the day to a week on annual leave. Making time for the things that you enjoy and treating your body well will go a long way to dealing with burnout.

Explore our other related content for more tips on ensuring wellness at work:

It’s World Mental Health Day on Monday 10^th October, with this year’s theme “Make Mental Health & Well-Being for All a Global Priority”. For many of us, it will be the first World Mental Health Day since 2019 where our lives somewhat resemble those we experienced pre-COVID. However, while the effects of the pandemic have encouraged many of us to be more open about our wellbeing, there is still a way to go.

A poll from Hays on LinkedIn last month showed that only 51 per cent of nearly 27,000 respondents said they could be open about their mental health with their manager at work. If you manage somebody who feels the same way, don’t take it personally. In this blog, I’ll be exploring the steps you can take to identify an employee whose mental health is deteriorating, as well as what you can do to support them and take preventative measures.

Key insights

The World Health Organisation advocates for manager training in mental health literacy and awareness. 56 per cent of employers want to improve employee wellbeing, but don’t have the right guidance.
There are ways to recognise when a member of your team is struggling, as well as appropriate actions to take that do not overstep boundaries.
Managers can use World Mental Health Day to promote wellbeing within their team through talks and activities.
Those unable to effect change on a company-wide level should consider the culture in their team, leading by example to promote healthy habits.

Spotting signs that someone is struggling with their mental health

In 2020 my colleague, Nick Deligiannis, wrote about prioritising your people’s wellbeing in a hybrid workplace. Many of us are now used to this model, but that doesn’t necessarily make it easier. In fact, many have argued recently that quiet quitting is a move to preserve one’s own mental wellbeing. Furthermore, much of the guidance still applies if you engage with one another regularly in person.

The signs won’t be the same for everyone, and they won’t always be clear if you don’t see somebody regularly. However, there are some indications that often mean something is wrong. As Nick points out: “The common signs include a change in mood or behaviour, how they interact with others, whether they have become withdrawn from their work, a lack of motivation or focus, or feeling tired or anxious.”

A good leader is approachable. However, the truth is that many people only feel comfortable opening up with those closest to them, if anyone at all. Don’t feel bad if you spot signs of anxiety or depression in one of team, but they don’t step forward. It’s good that you’re available for them, but never put pressure on anyone to reveal anything. The vital thing is that, once someone is ready to speak to you, you’re there to support them.

Being there for your people

How can you offer support for an employee struggling with their mental health?

Understand what you are capable of and responsible for. Recognising that something is wrong, but being unable to change it, can leave you feeling helpless and guilty yourself. Instead, focus on what you can do. You can be a confidante for them, and as a leader you may be able to make positive changes to their working life. That doesn’t mean being available 24/7, though – make sure that the boundaries they expect of you are reciprocated. If you’re going to promote a healthy work-life balance to prevent burnout, lead by example!

In September, the World Health Organisation (WHO) released their guidelines on mental health at work, providing guidance and actions for employers. The paper encourages training in mental health literacy and awareness, but recommends:

“Training of workers in mental health literacy and awareness is designed to improve knowledge about mental health… and enable workers to support themselves or colleagues appropriately… The training is not designed for workers to become mental health-care providers or to diagnose or treat mental disorders.”

This knowledge is appropriate for many managers as they support their people. Is this training something that you can propose at your organisation? There’s reason to be optimistic. According to UK charity Mind, 56 per cent of employers have confirmed they’d like to improve employee wellbeing but don’t have the right guidance.

Could you take time on World Mental Health Day, or the weeks following, to acknowledge it and promote awareness in a meaningful way? For example, every October the Hays teams across Asia run a ‘Mental Wellness Week’. During this time, we choose a relevant theme for each day of the week (for example “Mental Wellbeing: Head to health” or “Work/life harmony”). We then run talks and activities around these subjects to promote better mental health.

Embedding wellbeing into your values as a leader

As well as reacting, it’s time to take measures to prevent your team’s mental health from deteriorating. This isn’t easy, and involves being honest about the environment you foster.

Of over 17,000 respondents to another Hays poll last month, just 28 per cent agreed that their organisation promoted wellbeing among its employees. In contrast, 41 per cent denied this was the case. In the past I’ve written a blog about the Employee Value Proposition and, namely, the statistics that show workers are willing to walk away if they feel their wellbeing is being compromised at work. Of course, simply retaining your staff should not be your main motivator to look out for their wellbeing. However, the stat serves as a reminder of how deeply this can affect your team.

The WHO policy brief, published in line with their recent guidelines, recommends that managers are trained to: “advocate for action on mental health at work from the top down”. Maybe you’re not in a position to effect change on a company-wide level. In that case, think about the positive culture you create in your team. Make sure that everyone is involved and feel comfortable communicating with not just yourself, but one another too.

As well as approachable, be a compassionate leader. Schedule in regular one-to-one catchups to discuss any problems your team are facing at work. Arrange team meetings to keep everyone connected and encourage casual conversations. If possible, organise social events so that your team can unwind (and let off steam!).

Be inclusive. It can be very difficult to try to tackle such a sensitive issue with one of your team. Instead, think about the structural stigma that may exist in your workplace (or, specifically, team) and think about how you can dismantle this.

Take steps to ensure your people don’t experience burnout. Hays CEO, Alistair Cox, has covered this in this past, and the points are just as valid today. It starts with promoting a healthy attitude toward working hours yourself, and recognising quality of work over quantity. This might well require you to think about the biases you hold toward “hard-working” team members. Encourage them to take regular breaks where possible, as well as holidays to fully relax. Try not to let any workaholic tendencies become widespread within the group.

Next steps: looking out for your team’s mental health as a manager

Think about how you can foster a healthy working environment for your team by promoting communication and inclusivity. Ensure that they know you are approachable, and encourage your organisation to offer training so that you can spot the signs of burnout and poor wellbeing among your people.

The journey to Net Zero will require sustained action to drive green growth. For organisations to achieve this, their workforce will need the green skills to make a difference.

The transition to a green economy – that focuses on social equity and reducing damage to the environment – has been accelerating in recent years stimulated by the drive to reach Net Zero by 2050. Innovation and technology offer greater opportunities to lay the groundwork for this new economy and in turn to stimulate a wave of new jobs.

With this target in mind, the current workforce are instrumental in reaching these sustainability goals and must be equipped with the right tools. However, in a Hays poll on LinkedIn, just 40% of respondents were able to confirm that their organisation was upskilling or recruiting in preparation for the green transition.

In this blog, I’ll be looking at the multiple benefits of enabling your workforce with green skills, as well as the key things to consider.

Why are workers developing their green skills?

The Learning Mindset Report 2022 by Hays and Go1 unearthed that 83% of workers want to learn new skills. Meanwhile, according to Deloitte’s annual study into Gen Z and Millennial employees, respondents believe developing the workforce’s green skills is one of the top actions an organisation can take in combating climate change.

Additionally, The International Labour Organisation has forecasted that up to 24 million jobs could be created by 2030 as a result of the green economy. Since there will be a green skills gap, it makes sense that those affected are offered the opportunity to upskill.

A colleague of mine, Jennifer Henry, has recently been appointed to lead on sustainability for Hays France after actively upskilling to develop her knowledge and understanding of sustainability. She explains: “I decided to upskill when I started to be interested by the Corporate Social Responsibility (CSR) subjects – mostly on environmental matters. At first, it was for my personal knowledge to understand the concepts of global warming and climate change. At the same time, subjects such as well-being at work and employee engagement were very important for me.”

It’s important, though, to think about how we define these jobs. As new roles are created, we shouldn’t think of these as “green” jobs, while existing ones remain unaffected. In the green economy, we will all need skills and knowledge related to sustainability. As such, upskilling and training is necessary for everyone.

Why should my organisation upskill its employees?

Considering this, upskilling isn’t about transferring to a completely new sector. Instead, organisations can take advantage of the knowledge and experience that their workforce already has, and simply enhance their skills to benefit both employee and employer.

Jennifer continues: “As of today, if an organisation neglects one side of CSR, it will lose appeal for consumers, clients, investors and candidates – it’s not sustainable anymore! We’re noticing that a lot of organisations are changing their communication and, little by little, their products.

“On a professional level, if the employees are aware of these concepts, they will be able to think and implement efficient actions inside their organisation.”

One of the key aspects Jennifer raises is attracting talent, as well as retaining it. According to the Deloitte paper referenced above, 50% of Gen Z and 46% of Millennials claim that they are putting pressure on their employers to take action on climate change. However, just 15% and 16% respectively believe that they are able to make an impact.

Next steps: Preparing your workforce for the green economy

Developing your workforce’s skills will only go so far if your organisation isn’t committed itself. Even if you are starting out on your Net Zero journey, make sure that you set goals and stick to them. No greenwashing!

Having an authentic commitment will also help in attracting top talent, but it’s important to find the right people. Embed “green thinking” into your recruitment strategy by considering green skills and a strong learning mindset when hiring. You can’t reasonably expect your applicants to already possess skills, but a capacity to learn is important.

As in any workforce, diversity is important. In this instance, this applies to the roles themselves too. During a panel at Tomorrow’s Net Zero Conference (chaired by Paul Gosling, Hays’ UK National Director for Sustainability), Michelle Sacks explained: “We often talk about highly-skilled jobs and highly-paid jobs in new sectors but, equally, there are opportunities throughout. It’s not disenfranchising those who may see themselves in lower-skilled jobs and think ‘That’s not for me!’… It’s really important that we’re able to demonstrate a whole range of opportunities.” The reality is that the transition to a green economy has already begun, and organisations that don’t change their approach will be left behind. Training employees with green skills, as well as hiring candidates with the capacity to learn, is now a must. Not only will it help you to attract and retain talent that is passionate about sustainability, but it will benefit your business too.