Human resources has a vital role to play in establishing a corporate culture that promotes the ecological transition at every level of the workforce. A study co-authored by Pascal Paillé, a researcher at NEOMA, highlights the key strategies for promoting eco-responsible behaviour in the workplace.

The shift to eco-friendly practices in business is no longer a matter of choice. Faced with increasingly strict regulations and growing public expectations, organisations need to take action: not just for the planet but also for their own long-term viability. In fact, given equivalent opportunities, 78% of employees would prefer to work for a company committed to the ecological transition, and the environment even ranks as the leading concern for individuals under 35. In other words, a credible ecological strategy is key to attracting and retaining talent. But how can companies successfully embed these strategies?

This is where human resources (HR) steps in, as it’s about more than reviewing processes or “greening” products. Lasting organisational transformation involves actively engaging the workforce and integrating ecology into the corporate culture. This raises a critical question: how? Training is often cited as the top driver, with 86% of companies reporting that they educate their workforce about environmental concerns. But does this approach go far enough? The study led by the NEOMA researcher and his colleagues shows that training alone is not as powerful a lever as it may seem.

Training is not enough to make a difference

Contrary to earlier research claims, this new study indicates that green training is not an indispensable requirement for encouraging sustainable behaviour among employees. Although knowing about the challenges is not enough in itself to spur people to action, training still has a meaningful role to play. The researchers suggest that its significance varies depending on an organisation’s level of ecological commitment. In other words, a company that is new to green management might initially focus on training, whereas a company that is further ahead might prioritise other drivers.

And what might these drivers be? The researchers stress the importance of three key factors: capability, motivation and opportunity. Capability means empowering employees to act. In concrete terms, this can involve training on specific ecological practices, such as responsible digital usage, or tools, such as carbon footprint calculators. As for motivation, it aims to create genuine employee commitment. Organising ecological challenges or participatory initiatives, such as tree planting, can be good ways to drive this engagement. Last but not least, opportunity hinges on introducing enabling infrastructure: from charging stations to bonuses for commuting by bike or public transport and platforms for employees to share their ideas… these are all ways to enable employees to put into practice what they have learned and want to apply. The challenge now is to identify which levers to prioritize and activate.

Which strategies lead to which results?

The researchers are unequivocal: you don’t have to cover every base to observe positive outcomes. Motivational initiatives, such as rewards and compensation, along with management support, such as opportunity drivers, are especially effective, either in unison or independently. Training, on the other hand, is not a sine que non.

In essence, there is no one-size-fits-all solution. Each organisation must tailor its drivers to align with the specific requirements of its industry, its size and its degree of ecological maturity. The same company may also follow several paths to encourage eco-responsible behaviour depending on the different profiles of its workforce. The challenge is to commit to a consistent, customisable approach that allows everyone to contribute at their own level.

Employee engagement: a dynamic process that transforms HR practices

The ecological transition is far from simply being a fleeting fad or hollow rhetoric from corporate social responsibility (CSR) departments. It is also increasingly driven by employees themselves. This underlines the importance of the HR levers mentioned above. Businesses that already have teams committed to environmental sustainability stand to benefit from focusing on creating a transition plan jointly with their employees, treating it as an opportunity. Long-term employee commitment is not founded solely on a string of incentive measures such as training in green practices – turning off computers, for example, or sorting waste – but also on measures that incorporate the workforce’s opinions.

One of the major challenges for human resources will be to align this personal dynamic with the company’s overarching objectives, which potentially necessitates a rethink about traditional management methods. Employees, who are often relegated to the role of executing top-down ecological policies, will henceforth be active participants in the change.

Find out more

Paillé, P., Valéau, P. and Azeem, M. (2024). Configurations of green human resources practices for environmental sustainability. Revue de gestion des ressources humaines, No. 134(4), 3-20. https://doi.org/10.54695/grhu.134.0003