The three “R”s of environmental sustainability – reduce, reuse, and recycle – take on new meaning in HR.

By Kim Glinsky, Director, Business Information Center
Lee Hecht Harrison
The language and concepts used by many environmentalists to describe creating sustainability in the world can also be applied to HR departments seeking to create a natural balance in any work environment. HR managers can learn important lessons from the environmental movement in an effort to create a thriving, resilient and diverse workforce.

The environmentalists champion the three “R”s of conservation: reduce, reuse, and recycle. The most sustainable businesses will be those that learn how to apply these same principles effectively to their workforce.

As most businesses face a shortage of talent, shifting demographics, and globalization challenges, it is critical that employers begin looking to their HR departments to “go green” to create efficiencies.

“Reduce” turnover through retention programs.
Building a workforce isn’t only about recruitment. Many workers today, particularly younger ones, are more inclined to job-hop or switch careers rather than stay with one firm through retirement. 

Lee Hecht Harrison’s white paper, Managing Today’s Multigenerational Workforce, points out that Gen-Xers in particular are most willing to leave jobs in which they do not feel valued or engaged. One way to combat this is to provide opportunities for employees to learn new skills. Training and career development programs not only contribute to an individual’s skill set, they also provide a positive impact for employers. They allow the individual to feel challenged and, in turn, motivated to grow with the organization, rather than seek opportunities elsewhere. Training and career development programs also increase employee productivity, reduce turnover and improve job satisfaction. 

The key to employee retention is a continued investment in the talent already on hand. Growing an organization from within — “organically” so to speak — builds strong foundations and allows employers to cash in on the initial investment they made during the hiring and on-boarding process.

By making an investment in the ongoing training and development of personnel, HR managers ensure they have a comprehensive arsenal of talent in the pipeline as new opportunities arise. It also conveys the value that the company places on its employees, instilling a culture of trust, loyalty, and mutual respect within the workplace.

Organizations that have a problem with retention can reduce the costs associated with hiring and training new employees by thinking green. Determining the root cause of turnover, and implementing solutions which promote
organic growth, will improve their workforce environment and prevent further decline.

“Reuse” your talent through redeployment and career mobility. 
Today’s most successful HR departments look to uncover hidden employee value, or ways in which they can align workers’ interests and skills to meet changing business needs.

Identifying career paths not only promotes retention, but it also demonstrates an employer’s willingness to invest in their workforce. Offering opportunities to develop individual talents promotes employee engagement while providing the organization with a renewable business resource.

Leveraging transferable skills and harnessing the power of redeployment is another green strategy that organizations can implement to reduce hiring costs and increase morale. This is especially true during mergers, acquisitions, company restructuring, or other types of business changes and uncertainty.
Often, when an organization downsizes in one area, there is a need to fill positions in another area. For example, an insurance underwriter who is being downsized may be able to contribute certain quantitative skills in another department, such as accounting or finance. While the skill set may not match exactly, the foundation is there and the time needed to fully ramp up to becoming a productive contributor to the group will be shorter than bringing on a new employee. Since the employee already possesses important knowledge of the organization and its culture, he or she can focus more immediately on the nuts and bolts of the new position than an outside hire. Some basic training on new computer programs or other key differences between the employee’s old and new departments, as well as the support of a mentor, manager, and/or co-worker, can make the difference between a worker facing termination and a worker feeling protected and valued by his company.

Responsibility for creating this nurturing environment is shared by HR, organizational leadership, and line managers. Studies indicate that an employee’s level of engagement is directly affected by the quality of the relationship with his or her manager. In fact, a recent analysis of the 12 leading studies on the subject of employee engagement by The Conference Board found that all studies, all locations, and all ages agreed that the direct relationship with one's manager is among the strongest of drivers. Implementing programs to help managers become more effective leaders helps employees feel valued, more engaged in their positions, have better moral and become more committed to the success of the organization.

Recycle your workforce, using Boomers as mentors and part-time workers.
Workforce turnover is increasingly becoming an issue as Baby Boomers plan to retire. Career development will undoubtedly be an important facet of recruiting and retaining young talent, but employers should also focus on the needs of their aging workers.

Many members of the Baby Boomer generation are not looking for a quiet retirement and a pension, but rather to continue an active lifestyle. Taking advantage of potential retirees’ knowledge, experience, and interest in part-time schedules can be a perfect mix for a company facing both employment shortages and a tight bottom line. Strategies for retaining these workers include providing alternatives for career continuation such as part-time scheduling and opportunities to mentor younger workers. Implementing programs to help individuals nearing retirement age explore their options will also enhance an employer’s ability to retain these workers and minimize exposure to talent shortages.

Diversity is also an important building block for the workplace of the future. In the environment, diverse ecosystems are less vulnerable and more sustainable. Similarly, organizations that have a diverse workforce will be more resilient and better able to position themselves as employers of choice than those that do not.

Employee diversity provides a depth and breadth of talent drawn from different cultures, backgrounds and skill sets, increasing the value of a company’s goods and services. Diversity also demonstrates to prospective employees that the company respects and values the unique experiences and perspectives offered by each member of its workforce.

Retention, re-engagement and redeployment — the three “R”s.
The “greening” of the workforce is, like all other “green” movements, an exercise in sustainability. The companies thatflourish will be those that maintain a corporate culture where retention, re-engagement and redeployment — the “new three R”s — are an integral part of every level of management.

To learn more, contact LHH today at 1.800.611.4LHH or visit LHH.com.

 

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