In today’s corporate landscape, conversations around sustainability are no longer confined to energy usage, supply chains, or CSR activities. They have seeped into the very fabric of how organizations define purpose, design culture, and manage talent. As businesses are increasingly held accountable for their environmental and social impact, HR has emerged as a powerful enabler of this shift — not just as an administrative function but as the custodian of people strategy that aligns with sustainability goals.
Sustainability and people practices are now deeply intertwined. The workforce, especially younger generations, evaluates employers on more than just compensation. They are looking for organizations that balance profits with principles and ensure that growth doesn’t come at the cost of the planet or society. According to a Deloitte survey, nearly 70% of Gen Zs and millennials say they would choose an employer committed to sustainability over one that is not. In India, this trend is particularly visible across startups and large enterprises that are redesigning their people policies to reflect sustainable values.
The big question is: how can HR leaders ensure that sustainability is not just a boardroom pledge but a lived reality in the workplace?
Embedding Sustainability in Talent Acquisition
Sustainability starts at the very first touchpoint with talent — the employer brand and hiring process. Jobseekers today want to work for companies whose values align with their own. From highlighting ESG goals in recruitment campaigns to emphasizing diversity, equity, and inclusion (DEI) in job postings, organizations are rethinking how they attract candidates.
For instance, Infosys weaves its ESG commitments into campus hiring by showcasing its sustainability roadmap, which resonates strongly with fresh graduates. Globally, companies like Unilever openly discuss their purpose-led agenda during recruitment to strengthen their employer brand.
By making sustainability part of the narrative, HR not only attracts talent that shares these values but also sets expectations of accountability right from the start.
Learning and Development Through a Sustainability Lens
Sustainability requires new skills — green skills, digital fluency, ethical decision-making, and cross-functional collaboration. HR plays a critical role in equipping employees with the knowledge and capabilities to drive sustainable change.
In India, Tata Power has rolled out extensive programs on green energy awareness and sustainable innovation, linking learning outcomes to its ESG commitments. Similarly, Mahindra Group invests in leadership training that integrates sustainability case studies into problem-solving exercises.
Globally, LinkedIn’s Global Green Skills Report revealed that the demand for green skills has grown by more than 40% since 2015, creating a direct need for HR to align skilling initiatives with sustainability imperatives.
Redefining Leadership for a Sustainable Future
Traditional leadership models that focused narrowly on profits are giving way to purpose-driven leadership. Today’s leaders must balance shareholder expectations with environmental responsibility, employee well-being, and community development.
HR has the mandate to identify and develop leaders who embody these values. Performance evaluation systems are evolving to include ESG-linked goals, ensuring accountability flows from the top. For example, Hindustan Unilever ties part of its executive compensation to achieving sustainability outcomes, embedding it firmly in leadership priorities.
This shift underscores HR’s role in creating leadership pipelines that are not only capable but also responsible.
Building a Culture of Responsibility and Inclusion
Culture is where sustainability either thrives or dies. Policies, frameworks, and strategies mean little if employees don’t see them in action every day. HR must therefore design people practices that embed responsibility into the organizational DNA.
This includes integrating sustainability into recognition programs (rewarding employees for green innovations), encouraging flexible work arrangements that reduce carbon footprints, and ensuring inclusion across gender, abilities, and geographies.
A 2023 KPMG India survey found that over 80% of organizations in India now link sustainability goals with employee engagement initiatives. This signals a fundamental cultural shift — one where sustainability is no longer treated as an add-on but as a core element of people strategy.
Measuring What Matters
Sustainability in people strategy cannot rely on rhetoric alone. HR leaders must build robust measurement frameworks that track impact across the workforce. This includes metrics such as:
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Employee perception of sustainability and purpose in the workplace.
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Retention and engagement levels linked to ESG-related initiatives.
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The growth of green skills and certifications across the workforce.
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Leadership accountability tied to ESG performance.
Global frameworks like the GRI Standards and India’s BRSR (Business Responsibility and Sustainability Reporting) offer clear guidelines. HR leaders can align their reporting with these standards to demonstrate transparency and accountability.
The Indian Opportunity
India is uniquely positioned to lead the integration of sustainability with people strategy. With its massive, youthful workforce and its growing influence in global markets, Indian organizations have the chance to set new benchmarks. Companies such as Wipro, Infosys, and Tata Consultancy Services have already embedded sustainability into HR practices, from green workplace designs to reskilling programs for future-ready jobs.
Startups, too, are joining the movement. Many young ventures highlight their climate-tech focus and inclusive work models as key differentiators for attracting talent. This trend indicates that sustainability is not just a corporate agenda — it’s becoming an entrepreneurial one.
Conclusion: People, Purpose, Progress
Aligning people strategy with sustainability is no longer optional. It is central to how organizations attract, develop, and retain talent while staying relevant in a rapidly changing world. For HR leaders, this is both a responsibility and an opportunity — to create a workforce strategy that doesn’t just serve business goals but also contributes to a more sustainable society.