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Tuesday, July 27, 2010
Workers are following their hearts rather than the dollars, say recruiters.
Increasing numbers of job hunters are wanting to work for ethically and socially responsible employers.
That is the word from Brad Stewart, founder of recruitment firm Talent Capital, and, more recently, the ethical career job board Realchangejobs.
He says there has been a surge in the number of people looking at taking on what he describes as “careers with cause”.
These incorporate social responsibility and ethical work, which come under the banner of ethical careers, such as not-for-profit or charitable community sectors, sustainable business and eco or green jobs.
” ‘I want to give back’, ‘I want to work in an organisation that’s doing the right thing’, ‘I want to feel good about my work’ are phrases I hear almost daily now,” Mr Stewart says.
“People are becoming choosier about who they work for and they’re wanting to follow their hearts rather than the dollars.
“If they know they’re doing something that’s socially acceptable or directly helping others or the planet, they’re willing to sacrifice some of their salary for that feel- good factor.”
A recent Kelly Services survey of 100,000 people in North America, Europe and the Asia-Pacific found that almost 90 per cent of respondents were more likely to work for an organisation they believed was ethically and socially responsible.
Almost 80 per cent said they would like to work for an environmentally responsible employer and the willingness to accept lower pay to work for an employer with a good reputation was high across the generations - 53 per cent of baby boomers, 48 per cent of Generation Xs and 46 per cent of Generation Ys said they would choose good reputation ahead of higher pay.
Another annual survey, Shape New Zealand, found that of the 3500 Kiwis questioned, 69 per cent now based their buying decisions on a company’s environmental practices.
“That is huge. It shows that ethical business practices, and behaviour in general, play a very important part in Kiwis’ decision- making,” says Mr Stewart.
“Workwise, people are finding that if they’re doing work that can make them feel good about themselves, or give back to the community, it’s more rewarding and it gives them more purpose than working for an organisation that’s paying a bunch of shareholders or board members they’ve never met before.”
Mr Stewart gives the example of Steve, of Hamilton, who successfully moved from a regional management role in hospitality to a well-known environmental protection group.
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Then there’s Sarah, who now works for Greenpeace: “I have the opportunity to be paid to help make a difference in the world and I feel so lucky about it.
“I know that I could get a more financially rewarding career in the private sector, but would I feel the same? Would I be excited every day about my work? Would I find it meaningful?”
These days Mr Stewart says candidates looking to work for ethical and socially responsible employers are switched on as to which ones are and which ones aren’t.
“A large part of being an ethical employer comes down to how you treat your employees.
“It doesn’t matter how much pro-bono work you do, if your workplace is known as one that tolerates bullying. It doesn’t matter how much you donate to the local SPCA, if your employees perceive you to be a slave driver.”
In an interview process, he advises candidates to ask the big question upfront, such as “What’s your stance on sustainability?” and probe for examples.
“It doesn’t take much research to find out if they’re really on board or not. Employers that have sustainability practices or corporate social responsibility clauses in place usually stand out and attract the right sort of people into their organisations.
“They walk the talk, as opposed to others who greenwash - those who say they source supplies from sustainable sources but don’t, or who buy carbon credits just to get the certificate.”
So how can employers prove to ethical job hunters that their organisation is one they want to work for?
There are some obvious measures that can be taken, including recycling what they can, sourcing fair-trade products where possible, supporting local charities, supporting ethical suppliers, developing corporate social responsibility policies and developing sustainability policies.
“Let the public know what you’re doing through your employees, through word of mouth and through giving a great service, be seen to be doing the right thing. That goes a long way,” says Mr Stewart.
“Loyalty is no longer just to the organisation that pays an employee - it is now to the world their children will live in. If your loyalty lies in the same place, they are more likely to consider you an employer of choice. If it doesn’t, you may just have to settle for the only employees you can get.”Read Full Article
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