Young talents on the lookout for sustainability

In the ever-changing world of recruitment, companies that pay particular attention to sustainability and Corporate Social Responsibility (CSR) topics are better positioned to attract the best young talents. After all, the labour market has turned into a candidates’ market: talents now get to choose and pick companies, not the other way around! And for these talents, “sustainability” is a decisive criterion for choosing a company. Butwhat do companies have to offer to be seen as ­“sustainable” by and thus attractive to talents? 

Beyond common criteria such as ­salary or other incentives, emerging talents greatly value a company’s commitment to social and environmental responsibility (CSR) aspects. ­Never­the­less, this commitment must go beyond ­empty promises. Talents are looking for organisations that actively integrate sustainability into their business practices and distance themselves from superficial greenwashing. That of course means that the company’s products may not have any negative ­environmental, social or economic impact; on the contrary, they should make a posi­tive contribution in these areas. Likewise decisive is the efficient management of energy, transparent supply chains, the use of technologies that preserve resources and protect the environment as well as ­investments in a sustainable future.

Developing a holistic ­understanding of sustainability

The concept of “sustainability” must ­extend across different areas of an organisation. This includes responsible prac­tices in processes, production, supply chains, IT, labs and offices. In addition, “sustainability” relates to the team as the heart of a company, which should be seen, protected, maintained and developed as a resource. If that is the case, employees will be ready to provide a long-term commitment to the company, be motivated and further develop in tune with the ­values of the company. Companies are ­expected to embrace sustainability across the board and see themselves as a living organism in which every employee ­represents an important cell. It is en­visioned that everyone involved benefits in a similar “symbiotic relationship”: the employees, the company and society – and thus ultimately also the planet and its inhabitants.

Seeing investing in people as a growth opportunity

Whether talents feel attracted to a com­pany and want to become part of it largely depends on whether the company values their personal and professional development. This includes ongoing learning ­opportunities, personal mentoring and possibilities to develop the individual ­potential within the company. By invest­ing in the professional, social and also economic development of their workforce, companies not only attract the most qualified but also motivated and committed specialists.

Maintaining a positive working culture

Interpersonal relationships are at the heart of every company. Effective ­management based on the principles of respect, trust and the fair distribution of work promotes a positive culture in the workplace – which young talents look for. Sustainable companies that have inter­nalised this principle create an environment where relationships – even informal ones – flourish, because they know that ­individual well-being positively influences work performance. Companies that prioritise these aspects stand out and attract top talents.

Understanding team dynamics are the basis for innovation

In accordance with this principle, co­hesive teams build the backbone of innovation and productivity. This includes joint targets, trust, open communication, mutual support, conflict management skills, joint commitment and the recog­nition of individual and collective per­formance. Recognising the importance of such “team spirit” and the associated ­investment in team-building activities contribute to the creation of a collaborative work environment that talents look for.

Enabling flexible work models

It is important to understand that the work-life balance paradigm has shifted. Young talents actively look for employers that support a modern work-life balance. This may also include the four-day work week or part-time models, even for management positions. Companies that take this desire into account and offer hybrid and flexible work models are more ­attractive than companies that don’t.

Implementing a sustainable HR management

At the heart of this successful corporate approach is a sustainable HR management strategy that functions as the company’s power station: it provides the energy for innovation and competitiveness. Because without employees there is no research and development, production, sales, innovation or anything else. Therefore, in today’s competitive landscape, it is key to strengthen personnel management through sustainable recruitment prac­tices, effective implementation measures, team building and the implementation of resilient retention strategies, especially in the early growth stages of an orga­nisation.

In summary, the recipe for success in attracting talent lies in the comprehensive acceptance of sustainability – not only as a trend but as an ethos embedded in the organisation. Young companies that implement these principles position themselves at the forefront in the battle for ­talent and ultimately promote their innovation and long-term success. By acknowledging the “sustainability needs” of young talents, such companies in parti­cular are able to prevail against more ­established companies that ignore them.