top five green initiatives
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Top Five Green InitiativesTRANSCRIPT
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The HR leaders from The Urban Institute, Office Environments of New England, Financial Industry Regulatory Authority, and Insituform Technologies on:
Top Five Green Initiatives Every HR Department Should Be Practicing
Deborah K. Hoover Director of Human Resources, The Urban Institute
Beth Jacobson Director of Human Resources, Office Environments of New England, LLC
Steven Jarrett Former Senior Vice President, Financial Industry Regulatory Authority
Holly Shoener Sharp Vice President, Human Resources and Environmental, Health & Safety
Insituform Technologies, Inc.
It’s certainly true that HR efforts alone will not transform a company into a greener operation. After all, even though you lead HR, you are prob-ably not the one who makes the decisions about whether or not to install
low-flow faucets or raised flooring systems. And you may not weigh in on whether your company’s building should become LEED-certified and feature state-of-the-art HVAC systems. However, because you do interact with every person in your organization, you actually can make a difference on another level: that of raising awareness of environmental concerns and supporting people to adopt behaviors that result in a more sustainable world. In this ExecBlueprint, HR leaders discuss how HR departments can consciously become change agents for green practices. Some activities are obvious: encourage participation in the company recycling program, convert to a paperless payroll. Others, however, are more subtle. For instance, HR may not be able to transform a “litterbug” into a green advocate but they can spread the word about how environmental responsibility is tied to the mission and goals of the company. n
Action Points
I. What Are Common Challenges in Implementing Green Initiatives?Being environmentally responsible has now become important for every organization. But it can also be expensive and inconvenient. What’s more, you may have difficulty finding people who can make the time to explore greener options and vendors. The key to success? Start by focusing on only the two or three areas that will have the most impact.
II. The Bottom LineBecause green initiatives can be costly, your leaders and employees will need to develop a couple of benchmarks against which to measure progress toward making a difference. Tangible examples include examining energy and waste-removal costs. But, also, don’t forget the intangible: how is being green contributing to employee and client goodwill?
III. Must-Have Green Practices for Your Entire CompanyThe responsibility to be good corporate citizens and do the right thing by the environment extends beyond HR to include every department in your company. Efforts can be simple, such as reducing the use of paper cups and recycling all glass — or complex (requiring facilities upgrades), such as installing raised flooring systems and low-flow faucets.
IV. The Golden Rules for Engaging Leaders and Staff in Green InitiativesYour younger staff members may want to make your company more green but, to be successful on a company-wide level, such initiatives need to be endorsed by senior leadership. Once people are aware of why they should be greener, you can support desired behaviors by providing facilities (e.g., bike racks) and incentives for green ideas.
V. Essential Take-AwaysWhile HR is only one department, you are positioned to provide substantive support in greening your company because you interact with all of its employees. Specific areas include encouraging recycling, reducing energy use, providing paperless HR resources, developing trainings on environmental responsibility, and giving reusable incentives.
Contents
About the Authors . . . . . . . . . . . . . . . . . . . . . p.2
Deborah K. Hoover . . . . . . . . . . . . . . . . . . . . p.3
Beth Jacobson . . . . . . . . . . . . . . . . . . . . . . . . p.6
Steven Jarrett . . . . . . . . . . . . . . . . . . . . . . . . . p.9
Holly Shoener Sharp . . . . . . . . . . . . . . . . . . p.12
Ideas to Build Upon & Action Points . . . p.13
© Books24x7, 2010 About the Authors ExecBlueprints �
About the AuthorsDeborah K. HooverDirector of Human Resources, The Urban Institute
Beth JacobsonDirector of Human Resources, Office Environments of New England, LLC
Steven JarrettFormer Senior Vice President, Financial Industry Regulatory Authority
Deborah K. Hoover, SPHR, is cur-rently serving as the director of human resources and a member
of senior management for The Urban Institute, a Washington, D.C. policy research institution.
Ms. Hoover has worked within the non-profit/academic/research sectors for many years and is an active member of
the HR professional community. She has served on the boards of the Human Resources Leadership Forum and the Washington Area Compensation and Benefits Association and participates in several other HR-related work groups in the D.C. metro area.
She completed undergraduate and graduate degrees in Human Resources
Management at Ohio University and Temple University respectively and com-pleted additional coursework in financial planning at Florida State University.
Beth Jacobson joined Office Environments of New England in 2006 as the human resources man-
ager. With more than 12 years of experi-ence in human resources and administrative/operational management, she is responsible for the management of the human resources and facilities depart-ments and oversees recruitment, benefits,
compliance, policies and procedures, safety, training, and employee relations.
Previously, Ms. Jacobson was the director of human resources for Old Colony Hospice in Randolph, MA, and the human resources officer for Nautic Partners, LLC, in Providence, RI. Her experience also includes administrative and operational management positions
in the financial services and non-profit sectors.
She holds an undergraduate degree in management/leadership from Northeastern University.
Steven Jarrett is the former senior vice president, human resources, for FINRA (Financial Industry
Regulatory Authority). In this role, he managed HR support for executives, managers, and employees in all of FINRA’s offices across the country, over-seeing HR strategy, employee relations, FINRA’s benefits programs, talent man-agement, organizational development, compensation, work-life, and diversity programs.
Before joining FINRA in 2007, Mr. Jarrett was vice president, human
resources, for IBM in the Integrated Technology Delivery unit. He held sev-eral executive HR positions throughout his tenure at IBM, which began in 1981.
Mr. Jarrett currently serves as a mem-ber of the National Advisory Board for the National Society of Black Engineers, and is a visiting professor with the National Urban League’s Black Executive Exchange Program (BEEP). He is also a member of the Board of Directors for SHRM, the Society of Human Resource Management, serving on their
Compensation and Organization Committee. He has served on the Detroit Area Advisory Board for Big Brothers/Big Sisters, and was named the 1988 Big Brother of the Year. Mr. Jarrett served on the board for United Way Community Services of Greater Detroit and as a trustee for the Union Baptist Church in Stamford, CT.
Holly Shoener SharpVice President, Human Resources and Environmental, Health & Safety, Insituform Technologies, Inc.
Holly Shoener Sharp joined Insituform in September 2004 as director of human resources for
the Affholder Tunneling division. In 2007, she was promoted to senior director for human resources and environmental, health and safety for Insituform.
Prior to joining Insituform, Ms. Sharp was the director of labor relations for Rental Service Corporation, a North American construction rental company.
She holds a Bachelor of Science in Engineering from Penn State, and a
Master of Human Resources from the Keller Graduate School of Management.
☛ Read Deborah’s insights on Page 3
☛ Read Beth’s insights on Page 6
☛ Read Steve’s insights on Page 9
☛ Read Holly’s insights on Page 12
Deborah K. HooverDirector of Human Resources, The Urban Institute
© Books24x7, 2010 Deborah K. Hoover ExecBlueprints �
Challenges of Being “Green”Because think tanks tend to be thoughtful organizations employ-ing staffs of highly educated people, we have always had a certain sense of environmentalism. For example, we have been recycling for a very long time, even before it was required. And, increasingly I see a lot of people caring much more about having green buildings and reducing their carbon footprint.
However, being green is still a very challenging issue for us. Spe-cifically, we are working in a Washington, D.C. building that was probably built around 1950 and is not equipped with the greener structures that more modern build-ings possess. Moreover, how can a not-for-profit organization such as ours obtain the funds to green a building, especially when you don’t own the building? Greening this building is clearly something that our staff would love but is realisti-cally impractical.
So, what HR “green” practices can offices adopt? There are actu-ally quite a few:
• Go paperless, or as close to paperless as you can get. Unfortunately, far too many of our transactions are still very much paper-based. While we have made some inroads, we are still engaged in a steady battle partly because some
regulations don’t support tran-sitioning to electronic data.
• Partner with vendors that can support you in a more paperless way. Vendors that are current with their own green initiatives can be a big help in this process.
• Start (if you don’t have one) a recycling program. As I mentioned, we have had a recycling program for years. The staff feels good about the initiative and it certainly doesn’t hurt our reputation as an employer of choice.
• Think green when you purchase staff incentives. We used to purchase loads of small staff incentives that invariably ended up in the trash. Now we’ve switched to reusable items like shopping bags, mugs, and padfolios.
• Eliminate paper cups and poor food choices in the break rooms, and replace them with reusable mugs, dishes, biodegradable dish soap, and healthy organic snacks.
• Install motion-detector light switches in offices, hallways, and break rooms. The lights automatically turn off when the rooms are not in use and require no effort on the part of employees to remember.
• Switch to low-flow faucets in the bathrooms and kitchens.
• When making new equipment purchases, look for appliances with energy-saving (or energy-star) features.
• Review your travel policy to reinforce efforts to reduce carbon emissions and needless travel.
Deborah K. HooverDirector of Human Resources
The Urban Institute
“Urban has a great opportunity to make a difference in ways that other organizations may not be able to do.”
• Board member, Human Resources Leadership Forum and Washington Area Compensation and Benefits Association
• Undergraduate degree, Human Resources Management, Ohio University
• Graduate degree, Human Resources Management, Temple University
Ms. Hoover can be e-mailed at [email protected]
I’m not going to turn a litterbug employee into somebody who cares about the environment, but I can help educate and open people’s eyes to the effects of their behavior so that they perhaps will modify their work behavior.
Deborah K. Hoover
Director of Human Resources The Urban Institute
Deborah K. HooverDirector of Human Resources, The Urban Institute (continued)
© Books24x7, 2010 Deborah K. Hoover ExecBlueprints �
• Reward staff who propose new doable green ideas — especially when they incorporate them into winning proposals to external funders.
• Encourage the use of mass transit and bicycling to work. Our employees appreciate and have come to expect transit benefits and are now seeking bicycling expense benefits as well.
Being green, however, does raise resource issues because being green isn’t free. It takes green ($) to be “green,” and that is probably one of the biggest challenges. Getting the right cohort of people together that will independently carry out a plan is also a challenge because employees are pulled in many dif-ferent directions as it is, and going green doesn’t necessarily fall into their core job responsibilities, per se. While we can hope that people will care about being green and will
work toward this goal, we also know that getting people to stick to an effort is always difficult.
Using Green Initiatives to Motivate StaffI do not necessarily believe employ-ers can motivate social action on the part of employees — if any-thing, we might actually demoti-vate them if our messages are not handled well. I actually think the best way to get people who are motivated to be green is to hire them, to look for them, to make that a conscious criterion when we recruit. I’m reluctant to believe a green initiative in and of itself would motivate the staff to per-form. However, we could hire engaged, thoughtful, and motivated people and then foster that, incent that, reward that, and make it clear that one of our organization’s goals is to be greener. I’d then expect their work behavior to
match our organization’s green goal. I’m not going to turn a lit-terbug employee into somebody who cares about the environment, but I can help educate and open people’s eyes to the effects of their behavior so that they perhaps will modify their work behavior.
However, I also believe green initiatives can reinforce an organi-zation’s culture when it’s one built upon a foundational commitment to community engagement and stronger communities. For exam-ple, we have already cleaned up schools and become involved in Habitat-for-Humanity-type activi-ties. We’ve also done numerous food and clothing drives. After Hurricane Katrina a number of staff members went to New Orleans and the Gulf coast to volunteer with clean-up efforts. I’m certain that if I talked to our staff today about any opportunity (either through a work project or just a charitable act) to help with the Gulf
Go paperless as much as possible, and partner with vendors who offer paperless solutions. Start a recycling program. Give reusable items like shopping bags, mugs, and padfolios for staff incentives. Supply only reusable mugs, dishes, biodegradable dish soap, and healthy organic snacks in break rooms. Install motion-detector light switches and low-flow faucets. Purchase appliances with energy-saving (or energy-star) features. Review travel policies and eliminate needless travel. Reward staff who propose new feasible green ideas. Encourage the use of mass transit and bicycling to work.
What Can Offices (and HR) Do Right Now To Be More “Green”?
Deborah K. HooverDirector of Human Resources, The Urban Institute (continued)
© Books24x7, 2010 Deborah K. Hoover ExecBlueprints �
cleanup, we would certainly want to do that. The challenge for an organization such as ours is not that we need to encourage staff action; it’s more in channeling their efforts so that we remain non-partisan as opposed to advocacy-oriented.
Green Initiatives and TrendsWhen it comes to embracing green initiatives, a lot of organizations don’t know how to begin. Among my HR colleagues, our talk and interest levels have certainly increased, and many people are taking steps in the right direction by not using paper cups, recycling, and talking about going paperless, for example. A number of people are also paying a lot more attention to their organizations’ carbon foot-print and are developing and/or moving to green buildings. I saw a presentation a few weeks ago by a firm that actually helps organiza-
tions measure their carbon foot-print and I heard just last week about the federal government’s efforts to reduce its carbon foot-print. However, I see green initia-tives as another topical area that’s challenging for HR teams to adopt in the face of so many diverse responsibilities. Green initiatives are bigger than any one person or department’s responsibility.
Given the limitations of our office lease, we have adopted most of the efforts I mentioned above that aren’t dependent on being in a particular building. However, I do see a limit to what else we can do for the near term. We’ll continue to seek new green opportunities and we will look into incorporating some content into our staff devel-opment seminar series on how individuals can be more environ-mentally conscious employees, but I suspect we will not be able to go farther without more resources and knowledge.
Promoting Green Initiatives OverseasSupporting the promotion of green initiatives overseas is an area where we have a unique opportunity because we do international devel-opment work. Many of these proj-ects are carried out in very poor countries that don’t necessarily have the best sanitation or water systems. There may be severe over-crowding as well as ghetto condi-tions in some of the more populous areas and resource limitations make environmental efforts difficult.
However, I think our staff has a unique opportunity to lead by example and build those kinds of efforts into their projects. So, for example, when they’re talking about building a sanitation system, they could incorporate the most current green ideas. n
Right now in Washington, D.C. there is a lot of vacant office space. We would like to reduce our footprint in this building and/or move, but we would need to sublet space and that’s very difficult in this environment. Additionally, we would like to upgrade our space. These kinds of trends aren’t unique to us. We’re willing to live with less and more efficient space, but like so many other organizations we have limited flexibility in terms of our ability to modify our long-term leasing arrangements.
Deborah K. Hoover
Director of Human Resources The Urban Institute
Beth JacobsonDirector of Human Resources, Office Environments of New England, LLC
© Books24x7, 2010 Beth Jacobson ExecBlueprints �
Current Green InitiativesIn the furniture industry, our parent company is an industry leader in the implementation of green initia-tives, such as using cradle-to-cradle technologies and materials with low VOC content or adhesives that do not off-gas. They are innovators in making sure that green finds its place in the office.
We promote these green initia-tives whenever possible. We moved into our current Boston office about five years ago and have worked hard to implement green technolo-gies and practices by implementing a large variety of environmentally friendly products, e.g., raised floor-ing system, sound-masking systems, recycling, energy efficient lighting, state-of-the-art HVAC, etc. We even have reduced-water-flow toi-lets. Our office paper goods are made of rice so as to be easily com-posted and recycled. There are bike racks in our parking garage to encourage alternative means of transportation. We have pre-taxed
commuting accounts for our peo-ple. There is even a shower onsite for employees who bike-commute or exercise at lunch time. We have an active Wellness Program and sponsor monthly classes on nutri-tional eating, sun damage, healthy lunches, etc. We even had a class last month on self-hypnosis for weight loss.
Changing the Way We Do BusinessOver the past five years, our envi-ronmental awareness has grown enormously. Environmental con-cerns are of paramount importance to our Gen Y, Gen X, and millen-nial employees and clients. In fact, they have asked aggressively for many of the green initiatives that we have implemented. They want to feel engaged in their environ-ment and positive about their plan-etary contribution. Moreover, they want to make sure that the company is embracing their ideals.
We have taken their cue and tried to implement green initiatives wherever possible. We also design offices for other companies and consistently stress green initiatives wherever possible; green features are important commodities in today’s marketplace. Our clients want LEED-certified people who
Beth JacobsonDirector of Human Resources
Office Environments of New England, LLC
“As a company, you want to be branded as a green organization, one that promotes a healthy environment. Going green is a huge trend today.”
• With company since 2008
• Over 12 years of experience in HR and administrative/operational management
• Previously director of human resources, Old Colony Hospice (Randolph, MA)
• Undergraduate degree, Management/Leadership, Northeastern University
Ms. Jacobson can be e-mailed at [email protected]
Even though green initiatives are not always cheap, we are getting our investment back tenfold in terms of employee goodwill. This goodwill has actually been a big part of our success. Our employees took great pride when we eliminated bottled water. That was a learning experience for me, too.
I am a boomer; being green was never an important issue in the forefront of my brain and I am impressed by how the Gen X and Y people take these issues to heart. We switched from a plastic bottle to an aluminum can vending machine because of the recycling efficiencies, which also provided a real boost for our staff morale. Our people are not hesitant to speak up if they see something that can be changed and my biggest challenge and responsibility is to listen and take action.
Beth Jacobson
Director of Human Resources Office Environments of New England, LLC
Beth JacobsonDirector of Human Resources, Office Environments of New England, LLC (continued)
© Books24x7, 2010 Beth Jacobson ExecBlueprints �
can help them design their offices and choose products that are going to work for them and will benefit the environment. Environmentally friendly building design is going to become the norm going forward.
HR’s Role Within the HR department itself, we have greatly reduced our use of paper. Our books and manuals are all available online on our com-pany intranet site where people can use them and print them as needed. We conduct much of our training via technology as well. We use recyclables for our many office luncheons and parties, and operate a recycling program in our entire facility. We endorse this program, and use recycled materials when-ever we can. It is our standard.
We do everything we can to sup-port the company’s green efforts, whether it is rolling out a new pro-gram, changing the way we do business, writing green company policies, or encouraging people with incentives.
Whatever we can do, we do. One of our largest efforts is our employee Wellness Program. We strive to maintain a healthy work environment. We eliminated all of our bottled water in the office and use biodegradable paper products. Our payroll is now completely elec-tronic — no more paper paychecks. We’ve reduced the number of paper files and library space. We also motivate our employees to use less paper by charging them directly for their use of our color printer.
The HR department has been effective in promoting our compa-ny’s green initiatives, and we see the results in money saved, increased employee satisfaction, and client
goodwill. If our employees are happy and proud to be working here because we have certain poli-cies and procedures and we do things a certain way, then I have done my job.
Green TrendsThe compression of real estate is another big trend. The fact is, it
is too expensive to maintain a large footprint. So, reducing the need for a lot of office space by encouraging telecommuting means not only will we have a smaller footprint, but our employees will contribute less to carbon emissions by making fewer trips to work. We have a fleet of trucks, so reducing gas usage is another part of our green initia-tives. Although we cannot deliver
How Can HR Promote a Green Work Environment?
• Cutting back on paper use through: — Maintaining online versus physical libraries — Eliminating paper paychecks — Charging departments directly for copies
• Reducing in-person meetings through: — Online trainings — Teleconferences
• Operating a recycling program that includes: — Compostable paper goods — Aluminum versus plastic containers
• Writing green company policies
• Encouraging people to be more green with incentives
Beth JacobsonDirector of Human Resources, Office Environments of New England, LLC (continued)
© Books24x7, 2010 Beth Jacobson ExecBlueprints �
our products without gasoline, we have implemented electronic track-ing on all of our vehicles to ensure that our employees are not speed-ing or letting the trucks’ engines idle. We also conserve lights and electricity wherever possible, espe-cially in the summer when tem-peratures rise. We are saving energy wherever we can and are proud of our efforts but, as always, there is more work to be done.
We motivate our people to work in an environmentally responsible manner. When we started charging for paper and photocopier use, people really became aware what these items actually cost the com-pany. Although they were not technically paying out of their own
pockets, they still became aware of the energy and environmental costs associated with using too much paper. We also reinforce good con-servation practices, such as teleconferencing, which saves time and gas.
However, going green is not always the least expensive or most convenient option, and that can be an impediment in adopting green initiatives. You often have to go out of your way to do something in a green way, use another service pro-vider, and often spend a bit more money up front for a substantial cost savings in the long run. But, by taking these extra steps and assuming the extra upfront expenses, you are being good
citizens and good guardians of the environment. We are advocates of that and encourage other compa-nies to follow a similar course. n
When we started charging for paper and photocopier use, people really became aware what these items actually cost the company.
Beth Jacobson
Director of Human Resources Office Environments
of New England, LLC
Steven JarrettFormer Senior Vice President, Financial Industry Regulatory Authority
© Books24x7, 2010 Steven Jarrett ExecBlueprints �
Demonstrating Environmentally Responsible Behaviors I have seen a few examples of green initiatives currently in practice. In some organizations, people have adopted the practice of just doing one thing, such as turning off the lights or using paper bags versus plastic or using light bulbs that work more efficiently. Those efforts — and recycling continues to be something that is implemented fre-quently — have been adopted suc-cessfully in many firms. I have also seen lately that some organizations are giving prime parking spaces to individuals who drive hybrid vehicles.
The first step in demonstrating environmentally responsible behav-ior is communication from the senior leadership that those behav-iors are a priority, and identification of which areas the firm will focus on. For organizations that use heavy machinery, for example, leadership may decide to focus on energy usage, materials, chemicals, fumes, and other related areas. But in a sales office, environmentally responsible behavior may mean carpooling, working from home more often to help save energy, or using more efficient lighting, such as lights that are driven by sensors.
Environmental responsibility needs to start with a visibly expressed commitment from the senior teams as to why this is important to the business — and how it affects not just the business itself but also those who come after us. We may not see the direct ben-efit from this change in behavior, but the people and the world that succeed us should. Although we cannot afford not to do it, such initiatives need to start with some level of commitment from the top.
Role of HR in Embracing Corporate Environmental ResponsibilityIt is more common now than in the past for HR executives or senior management to establish guidelines for energy usage. Depending on the organization, such guidelines tend to be a shared responsibility. For example, they could be part of operations or part of safety and health. However, being green is clearly something that is important to our country and the countries that we do business with.
Facing the ChallengesHowever, companies face certain challenges in their attempts to be greener. First and foremost is that they need to identify the areas that
will have the most impact on the environment and then pick the top two or three areas that they want to change to make a difference. But in making these changes, firms should also measure the impact they are having. This assessment process may only involve one or two measurements, but your senior leaders should know and be aligned with what they are.
Steven JarrettFormer Senior Vice President
Financial Industry Regulatory Authority
“Businesses always have a responsibility to be good corporate citizens and being environmentally responsible is not only one way to give back; it also has an impact on those around us and the world that we live in.”
• With company since 2007 (recently departed)
• Oversaw HR strategy, talent management, employee relations, organizational development, and diversity programs
• Previously VP, HR, IBM’s Integrated Technology Delivery unit
• Bachelor’s degree, Marketing, Johnson C. Smith University
Mr. Jarrett can be e-mailed at [email protected]
Environmental responsibility needs to start with a visibly expressed commitment from the senior teams as to why this is important to the business — and how it affects not just the business itself but also those who come after us.
Steven Jarrett
Former Senior Vice President Financial Industry Regulatory Authority
Steven JarrettFormer Senior Vice President, Financial Industry Regulatory Authority (continued)
© Books24x7, 2010 Steven Jarrett ExecBlueprints 10
As a general rule, you cannot do everything, but there are some things that you can do and do well. Consequently, it behooves every organization and leadership team to focus on those items and do them the best that they can. Com-mitment and communication of the initiatives and the firm’s progress against them is key. This way, the organization is less likely to be viewed as developing the “product du jour.” Environmental responsi-bility must be like anything else that you put in place: you have to communicate what you’re doing, what the initiatives mean to your employees, how they can help, how they will impact the world around us, and what progress is being made.
Many internal areas can be mea-sured to gauge a firm’s campaign and commitment to green initia-tives. An important benchmark is employee awareness. In addition, external benchmarks should also be considered, e.g., standards from the EPA and other organizations that keep track of how companies are doing by industry.
Green TrendsMore people and organizations than ever are now aware of the importance of green initiatives. Everybody is focused on going green. If you are a business you need to understand what is going on in your industry and with all of your stakeholders; if the environ-ment is important to your clients then it should be important to you. The degree to which environmental awareness has taken hold in many organizations has forced more companies to wake up and pay attention.
The nature of the initiative
Its expected impact on the company and broader communities
Expectations for employee engagement in the initiative
Progress on the initiative
Environmental Awareness Starts at the Top:
What Key Messages Do Company Leaders Need to Convey?
Expert Advice
The world is changing and organizations, both here in the U.S. and beyond, need to realize that tomorrow’s workforce will be different than it is today. We have to all pay close attention to these differences and make sure that we are doing what we can to make all people feel welcomed and valued and to help them be productive. Such an open approach helps to drive innovation.
When it comes to innovation, consider the example of Apple. They always seem to be producing the next hot “thing,” e.g., iPads, iPods, etc. This does not happen naturally but rather through the engagement of a workforce that represents a col-lection of minds, thoughts, and perspectives from all different points of the country and world. As a result, Apple develops products that are simple yet effective and people stand in line to buy them. If you do not have such an innovative approach, it is less likely that you will be able to have that sort of impact, no matter what industry you are in. You have to find a way to make everybody in your organization feel that they have a place and that you can help them to do something special, something that they can be a part of.
Steven JarrettFormer Senior Vice President, Financial Industry Regulatory Authority (continued)
© Books24x7, 2010 Steven Jarrett ExecBlueprints 11
We ought to keep in mind that people, especially the generation of students coming out of college now and in the near future, are much more focused on and attracted to organizations that are good corpo-rate citizens, and environmental responsibility is a part of that. In fact, it could even be a factor for some individuals when deciding where to work. If the organization is known as a big polluter and not
sensitive to environmental con-cerns, it may miss out on good people. On the other hand, if it is known as an organization that does the best that it can (and for some organizations that is going to be difficult just by the nature of their business), this reputation may prove helpful to the organization’s hiring and retention efforts. It is difficult to say if changes in envi-ronmental awareness will affect the
reputation of one area of the busi-ness over others; people on the outside tend to look at an entity as a whole, even though there are definitely some issues that will have more of a direct impact on their impression than others. Generally speaking, however, people take into account an organization’s overall performance when evaluating what type of corporate citizen it is. n
Holly Shoener SharpVice President, Human Resources and Environmental, Health & Safety, Insituform Technologies, Inc.
© Books24x7, 2010 Holly Shoener Sharp ExecBlueprints 1�
Companywide Green InitiativesWithin the HR department, our green initiatives are primarily focused on recycling, limiting unnecessary energy usage, transi-tioning from paper-based to elec-tronic systems, and practicing corporate stewardship. This has been a push worldwide for our organization.
Recycling: At the corporate office and most of our other facili-ties, we practice environmental stewardship through recycling of common products, particularly paper and aluminum.
Limiting energy usage: We are capitalizing on unique training methods using our LMS system and tele- or videoconferencing technol-ogy for trainings that traditionally
have been face-to-face meetings. In some circumstances, live face-to-face trainings are still very valuable, but most organizations like us need to weigh the benefits of this format versus the costs of — and need for — travel.
Capitalizing on electronic stor-age: We have transitioned many of our human resources, training, and benefits materials to electronic ver-sions over the course of the past few years. This significantly mini-mizes the number of copies that have to be printed and energy out-lay to ship the materials. In addition, electronic storage has other bene-fits, such as ease in modifying documents, on-demand usage, and security. In addition, within North America we have begun paperless processes for items such as perfor-mance appraisals, change of status requests, and requisitions.
Corporate stewardship: Our company in particular is focused on global pipeline protection, and the majority of our field employees is involved with the hands-on task of protecting our infrastructure. We strive to educate them to protect our environment through focused training modules on how to pre-vent and address potential circumstances that may negatively
impact the environment. In our business, the environmental reputa-tion of our operations group is critical to our success.
Motivating EmployeesMotivating employees to perform their job in an environmentally responsible manner takes education as well as reinforcement that envi-ronmental responsibility is tied to the mission of the company. n
Holly Shoener SharpVice President, Human Resources and
Environmental, Health & Safety Insituform Technologies, Inc.
“We are really focused on being environmentally conscious and good corporate citizens.”
• With company since 2004; in current position since 2007
• Previously director of labor relations, Rental Service Corporation
• B.S., Engineering, Penn State
• Master’s degree, Human Resources, Keller Graduate School of Management
Ms. Sharp can be e-mailed at [email protected]
We strive to educate [employees] to protect our environment through focused training modules on how to prevent and address potential circumstances that may negatively impact the environment.
Holly Shoener Sharp
Vice President, Human Resources and Environmental, Health & Safety Insituform Technologies, Inc.
Challenges of an International Environment
Since we are a global company, not every idea to conserve our resources can be implemented in each country. The key is to understand the cultural nuances and the various governing laws, and work within that scope to be the best steward possible.
© Books24x7, 2010 Ideas to Build Upon & Action Points ExecBlueprints 1�
Ideas to Build Upon & Action Points I. What Are Common Challenges in Implementing Green Initiatives?These days, as more and more people, govern-ments, and organizations are becoming aware of the importance of showing good environ-mental stewardship, your company, likewise, will want to be branded as a “green organiza-tion.” However, adopting green practices can raise resource issues because being green isn’t free. Often, in fact, the greenest option is not the least expensive — or the most convenient. In efforts to introduce more environmentally friendly practices, specific dilemmas you (and your company overall) may encounter include:
• How can you assemble the right cohort of people to carry out green initiatives when such activities do not fall within anyone’s core job responsibilities?
• Among the many options, how will you identify and select the right green initiatives for your organization?
• How can you locate service providers whose green objectives align with those of your company?
• How can you upgrade your older office buildings with green technology, especially if they’re leased?
• If yours is a global company, how can you work within local laws and customs to be as environmentally responsible as possible in every setting?
• How can you remain non-partisan with your colleagues while still advancing a green agenda?
II. The Bottom LineConsulting firms now exist that can help organizations measure their carbon footprint. While your company’s leadership may not elect to undergo such an assessment, they — and company employees — may still be interested in assessing the progress of their efforts. Areas to explore include:
• How have the company’s energy costs (including those for water) been impacted by green initiatives?
• Is the company now using less paper and disposing of less waste?
• How have the green initiatives impacted overall employee and customer satisfaction and goodwill?
• How have your green initiatives impacted candidates’ perception of your company as an employer of choice?
• To what extent is your company now adhering to external benchmarks, such as those provided by the EPA?
III. Must-Have Green Practices for Your Entire CompanyThe department(s) that take ownership for implementing green practices will vary by organization and practice: for some areas, it will be HR, for others, it will be operations, and/or safety and health. However, in many cases, the practices will require the participation of all employees for maximum success. Simple and complex environmentally friendly actions and technologies discussed in this report that extend beyond the specific domains of HR responsibility include:
• Support of recycling programs
• Choice of non-disposable cups, plates, and utensils (or paper goods made of easily compostable rice) and aluminum (not plastic) beverage containers
• Increased emphasis on teleconferencing versus face-to-face meetings that require travel
• Installation of energy-saving appliances and systems (e.g., raised flooring and state-of-the-art HVAC, motion-detector light switches, and low-flow faucets and toilets)
• Tracking of fleet vehicles to monitor speeding and idling
• Reduction of total office space, and encouragement of telecommuting
IV. The Golden Rules for Engaging Leaders and Staff in Green InitiativesOnce you resolve to be a greener company, you may be surprised how your stakeholders will react. Gen X, Y, and millennial employees, especially, may be especially interested in environmental concerns and may, even, offer to take the lead on conceiving new ideas and implementing promising practices. Moreover, senior leadership may also be ready to affirm that your company cannot afford not to be green. You can motivate diverse constituent
groups to embrace and participate in green activities by:
• Garnering leadership support in setting priorities for green practices and communicating to all employees why they are important to the business — and how each person can help
• Clearly conveying (at every opportunity) that one of your organization’s goals is to be greener
• Using green initiatives to reinforce the organization’s overall culture and mission
• Educating people on the effects of their own work behaviors on the environment
• Raising awareness of paper use by charging department budgets for all photocopies
• Rewarding staff who propose new feasible green ideas
• Providing incentives (e.g., pre-tax transit passes, bike racks, on-site showers) for taking mass transit or bicycling to work
V. Essential Take-AwaysWhile the responsibility for greening a company lies beyond the purview of HR or any other single department, many HR departments are helping establish green policies and guidelines because their function cuts across company silos to meet the needs of leadership and employees alike. The top five green initiatives that HR departments can adopt right now are:
• Endorsing the company recycling program (especially paper and aluminum), and using recycled materials whenever possible
• Limiting energy usage (including that spent on utilities and travel)
• Reducing paper use by capitalizing on electronic storage of HR training and resource materials, and paperless methods for payroll processing and performance appraisals
• Developing and launching trainings on how employees can help protect the environment in the course of their work in the office and with clients
• Giving employees reusable items as incentives, such as shopping bags, mugs, and padfolios n
© Books24x7, 2010 Ideas to Build Upon & Action Points ExecBlueprints 1�
Ideas to Build Upon & Action Points (continued)
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What green initiatives has your company developed in the past five years? What circumstances were responsible for their emergence? How have they influenced the public’s perception of your company?
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What are the defining characteristics of your company’s culture? How would this list vary across department, division, or location? In what ways do they serve the company goal of being green?
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In what ways does your HR department act in an environmentally responsible manner on a regular basis? How do you demonstrate this responsibility to employees?
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What are your best practices for supporting the company in its efforts to be more “green”? How were they developed? Which practices have changed in the past five years?
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What trends are occurring in your industry and/or community that may affect your company’s efforts to be green in the next 12 months? In what ways are they positive? In what ways challenging? How does HR plan to respond to them?
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When it comes to environmental responsibility, what are your best practices for transforming a damaged or indifferent company reputation among your employees? Who do you involve in these instances?
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In the next 12 months, how do you plan to contribute to efforts to reduce your company’s energy use? What are your specific goals and objectives? What do you hope they will accomplish?
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What are the top five ways that your company has “gone green” in the past five years? How has HR supported their implementation? How do these compare with innovations happening elsewhere in the industry?
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How do you motivate your employees to perform their jobs in an environmentally responsible manner? Have you established guidelines, such as for energy or resource use (e.g., in company cars, equipment, etc.)? In what ways do you encourage your employees to be environmentally responsible members of their communities?
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