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Careers & workplace advice from Hays

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 10th 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.

Hays has always been committed to helping people in the communities in which we are based.  However, a year ago we formalised our activities under a global programme called Hays Helps. We wanted to align all of our global volunteering and fundraising activities and focus on the aim of helping people who may not have the same opportunities as others in the world of work, as this is where our core skills lie.

As a result, we gave every one of our employees globally the ability to take at least one paid Volunteering Day per year. Our employees are using their days to help people enhance their employability, for example through increasing their education or helping with CV writing or interview skills.

Hays is about working in partnership and solving work issues for a better future. That is why, going forward, Hays Helps will now be known as Helping for your tomorrow – we want to help people who are disadvantaged in the world of work today, so that they can have a better tomorrow.  

Under our global programme, we have focused our activity on the following six sectors of society:

  • Workers living with disabilities
  • Ethnic minorities
  • Members of LGBTQ+ communities
  • Underutilised talent
  • The mature-aged workforce
  • Youth engagement

Why have we chosen these society sectors?

We acknowledge that many people in these sectors enjoy successful and rewarding careers. However, sadly, research shows that many tend to achieve poorer labour market outcomes than other sectors of society. There is evidence that, for a number of reasons, it is more difficult for the people within these groups to enter the workplace and, having done so, reach their full potential.

To explain more about the issues that certain members of these society sectors may encounter, Hays commissioned and has released a new report, titled: ‘Focusing on employment inequity: how we can help’. The report, which is available here, explores the disadvantages that some of these people face in the world of work and delivers a call to action on how we can tackle any potential issues.

What does our report show?

For example, our report finds that many members of these groups are more likely to be out of work for a longer period of time. As well as being a problem for them in the present and immediate future, this could also affect their chances to find work later on in life, creating a cycle that can be hard to break.

In relation to this, we also concluded from the research that some members of these groups are more likely to be underutilised and instead fill roles outside their areas of expertise, leading to fewer opportunities for career progression and, often, a lower salary.

All of this means that many people within these groups are less likely to fulfil their potential. This not only affects them personally, but also results in organisations and economies missing out on their valuable contributions and talent.

The COVID pandemic has also created additional financial or emotional health problems and other disparities in certain groups. It is therefore even more important for Hays to direct our volunteering and charity work into ensuring that everybody can benefit from a diverse and inclusive workplace.

In addition, and in line with our commitment to be a net carbon zero business, we also wanted to use our volunteering efforts to protect the environments in the locations where we work and live, to help create a more sustainable future world.   

What have we achieved through Helping for your tomorrow?

Over the last year we have set up charity partnerships in each of the countries in which we are based so that we can work with like-minded professional organisations to reach the people we would like to help.

As mentioned above, all our employees globally have been given at least one paid Volunteering Day per year and over 1,000 days have been taken since we set up the programme 12 months ago. We are very proud of everyone’s efforts as many countries were still in various stages of lockdown due to the ongoing COVID pandemic and volunteering opportunities were not always easy. A few examples of what we have done are shown below:

  • In the USA, Hays employees volunteered their time to work with Inspiredu, an organisation that helps underserved youth in the Greater Atlanta Area to develop the skills needed for education and career success through technology‐based learning tools and engagement activities. Hays employees helped to prepare old laptops which were then donated to underprivileged children. Inspiredu had this to say on the accomplishment, “With your powerhouse work, you have helped us to increase our productivity by 200%. The team is so grateful for your hard work and contribution to Inspiredu’s mission, and we cannot thank you enough”.
  • In ANZ, Hays employeesare building a partnership with a local organisation called Youth Up Front. The organisation run a range of programmes to prepare young people for the workplace, including Aboriginal and Torres strait islanders, disadvantaged groups, and women in trades. Hays employees have started running ‘Job Seeking’ workshops, which includes working with participants to create their first resume, prepare for interviews and attending mock interviews.
  • In Hong Kong SAR, Hays employees have been heavily engaged with youth engagement over the last year, including running several workshops alongside ‘Project We Can’, a charity initiative which provides disadvantaged students with learning opportunities through businesses. Hays employees hold a bi-monthly ‘career day’ with between 300 and 400 students, preparing them for the jobs market through training. The workshops are designed to illustrate the skills students will need to secure their first jobs in industry and how they can demonstrate those skills to potential employers.
  • Early this year, in the UK we announced an 18-month partnership with the charity Trees for Cities. Through the partnership we will donate hundreds of trees per month to be planted in cities across the UK. Hays employees also have the opportunity to use their Hays Helps volunteering days by planting trees, pruning edible playgrounds in schools, and supporting local community gardens and projects. So far, nearly 40 Hays staff have taken part in tree planting days as part of the Hays Helps initiative in Blackpool, Hull, Ramsgate, East London, and Edinburgh and over the 8,000 trees have been donated.
  • In LATAM we created a regional collaboration with the Special Olympics, aiming to foster inclusive work environments through different virtual experiences with participating athletes, including a series of webinars on inclusion and professional courses. The Special Olympics creates a new understanding of leadership inspired by the athletes and highlights the potential for leadership in people of all abilities. The partnership aims to change attitudes towards people with intellectual disabilities and raise awareness, as well as positively change perspectives on the importance of diversity and inclusion in the world of work and society.

These are just a few of the stories about what our employees have achieved and during the next year we will be publishing more of them.

Looking forward

Over the next year we want to continue to build momentum and increase our volunteering efforts so we can reach more people and help them to have better opportunities in the world of work. Fulfilling potential and gaining decent work enables someone to have self-respect, to support themselves and those they care about, brings their talent into the marketplace, and contributes towards the economies in which they live. This is the important impact we want to achieve.

If you would like to help us – for example by offering work-placements – then please get in touch.

Greater awareness of the climate crisis and a desire for positive societal change mean that more and more of us are becoming passionate about sustainability, but the idea of finding your first green job can be daunting if you lack experience or in-depth knowledge.

However, we’re seeing that the desire to work in sustainability is there. A recent poll run by Hays on LinkedIn showed that 81% of 25,825 respondents are interested in working in a role that focuses on combatting climate change. This follows another poll we ran in 2021, where 85% of over 18,000 people replied similarly.

Here’s the good news. For those interested, organisations are looking for recruits to focus on sustainability and create positive change, but there aren’t enough candidates to currently fill those roles. As a result, there are opportunities for people to enter the sector.

So how do you go about finding your first “green” job? Here are some tips.

Tips for finding your first green job

1) Choose your pathway

Sustainability isn’t just about recycling and planting trees. At a business level in particular, the positive impact is achieved through various means. You can contribute to sustainable development without being a specialist. Nowadays these individuals are a relatively small part of a much bigger universe.

Think about your passions and the topics that motivate you most (Energy efficiency? Carbon reduction? Sustainable procurement? Biodiversity management? Labour relations and human rights?) Consider the types of roles are you interested in (for example data analytics, strategy design, innovation or active implementation) by combining your strengths and interests.

2) Broaden your idea of what a green job entails

In my interview on the Hays Careers Advice Podcast, I explained that it’s possible to contribute to sustainable development without being a sustainability specialist. Most of sustainability work is in the wider green economy and wouldn’t necessarily be labelled as a “green” job. Find companies you are interested in and look at the roles available.  For example, design teams looking at circularity of a product, builders retrofitting existing buildings, or procurement specialists developing responsible sourcing programmes.

3) Follow organisations that are working on sustainability

Research organisations to identify those that match your ambitions. Check their websites and searching for sustainability reports they’ve published. Compare them to their peers and, if you’re happy that they meet your requirements, follow the company’s social media channels for any job openings. I also suggest trying to identify their employees working on sustainability and following them on LinkedIn.

4) … but look out for greenwashing

While it’s great that more companies are taking sustainability and climate change seriously, there are also those willing to take shortcuts or exaggerate their efforts. Greenwashing is a practice that organisations use to make themselves seem more environmentally conscious than they actually are.

From an employee perspective, any organisation that is misleading the public is unlikely to match your ambitions or invest in supporting you. When browsing their websites, look for any vague language and buzzwords that don’t actually explain the actions being taken. Review industry benchmarks to understand their actual performance, such as the Corporate Human Rights Benchmark by the World Benchmarking Alliance.

5) Look for opportunities within your current organisation

Maybe you don’t need to look far for your first “green” job. Enquire about opportunities within your organisation. If Environment, Social and Governance (ESG) is already on the agenda, ask people in the team about any openings. Even if they aren’t hiring now, it’s worth making sure you’re made aware when the time comes. In the meantime, take any opportunities to get involved as part of your current role, and try to learn as much as possible.

6) Think about what skills you wish to develop

Don’t let a lack of relevant experience stop you from applying. When looking for a role in a new field, transferable skills are vital and it’s no different when searching for your first “green” job. Here are my tips for soft skills to work on – make sure you give evidence of these on your CV and in any interviews:

  • Creative and/or analytical thinking
  • Building relationships
  • Communication
  • Teamwork
  • Curiosity / Problem-solving
  • Risk management

7) Network

As I discussed on the Hays Careers Advice Podcast, networking is possibly the number one tip for finding your first job in sustainability.

There are a number of ways you can do this, and a combination is best. Make enquiries with existing contacts (or at least get a referral to somebody else), attend events and look out for specialist courses. Alternatively find a person you admire in the sector and reach out to see if they’re open to having a call. LinkedIn is a good tool.

8) Regularly refresh your knowledge

Do your research. Sustainability is a fast-evolving area. Keep reading around the subject so that you’re able to discuss ideas with your contacts, as well as give yourself the best chance of success in a potential interview. Useful resources include the World Economic Forum Global Risks Report, as well as publications from the World Business Council for Sustainable Development and Capitals Coalition. I’d also sign up to any newsletters from consultancies such as Deloitte, PWC and McKinsey.

Can’t find all the answers in these resources? Don’t be afraid to reach out to your network and ask questions.

9) Gain field experience

If it’s an option for you, find volunteering opportunities. Not only is it a chance to learn new skills and give you useful experience for future roles, but it’ll stand out on your CV in place of career experience and is another chance to grow your network. It will also help you to understand the context and what kind of change can happen.

10) Be patient

As with all searches, finding your first “green” job will take time. It’s easy to get disheartened. “No” doesn’t mean that you won’t be able to secure your green job. As more organisations wake up to the benefits of sustainability, opportunities will appear. Read as much as you can and ask questions. Don’t expect your first “green” job to be the perfect fit, but give it a go – you’ll gain invaluable experience, learn new skills and make more connections.

It’s no secret that recent global challenges have changed the way that we approach work. Digital transformation and the urgent necessity for corporate sustainability are just two areas that have left shortages in skills that we need to address.  

With these changes happening at a rapid rate, upskilling the current workforce is a solution that benefits both workers and employers. The question is, are both groups working together in the right way to ensure everyone succeeds in the future?  

As a result, Hays and Go1 have produced the Learning Mindset Report 2022. Containing survey responses from over 20,000 workers and hiring managers, the report explores the Aptitude, Attitude and Availability toward upskilling that today’s organisations and employees have, and whether their learning mindset is right for the roles of tomorrow. Our research uncovered a disconnect between the two groups, one that workers and employers must bridge if they are to be successful in the future.

Download the report here.

Download the Learning Mindset Report today for: 

  • Greater understanding of the disconnect between companies and their employees regarding learning 
  • Insights into workers’ learning preferences 
  • Employers’ opinions on the skills gap and future opportunities 
  • Recommendations on the next steps to take as an employer or employee