Leading the Green Challenge Human Resources, Sustainability and the Green Team Network Erik Foley, MBA Manager of Sustainability Pennsylvania State University

Leading the Green Challenge

Human Resources, Sustainability and the Green Team Network

Erik Foley, MBAManager of Sustainability

Pennsylvania State University

The Three Myths of Behavior Change

• Behavior change is about turning off the lights

• Behavior change comes from communicating the right message

• Behavior change is necessary because not enough people are “on board”

Myth 1: Behavior Change is Turning Out the Lights

Fact: Behavior change is about usage but also purchasing and design power.

Usage

Purchasing

Design

Example: Lab Building

Usage $22,000Shutting sashes

Purchasing$62,000Buying more efficient hoods

Design$107,000Demanding a more efficient lab building

Compare the estimated annual avoided cost savings in this example.

How do you get to these deeper levels of savings?

By addressing Myth 2: Behavior comes from communicating the right message

Consider everything that influences behavior

Strategy

Marketing/Communication

s

The Behavioral Ecosystem

Strategy

Marketing/Communication

s

Take ChargePostersEnergy ChallengesRoad ShowsRecycling ChallengesEnergy DashboardBuilding Reports

Strategy

Marketing/CommunicationsMyth 2: Behavior change

comes from the right message

Truth: Enduring behavior change is when it’s your job.

HR & SustainabilityTechnology

Leadership Development

Training & Professional Development

Talent Management

Workforce Engagement

Collaboration & Teamwork

Integration of Sustainability Values

Eliciting Senior Management Support

Development of Metrics and Systems Alignment

Stakeholder Engagement and Holistic Integration

Competencies Results for the Institution




Talent Management











Talent Management








What skills, knowledge, andvalues drive the process?

Technology



Talent Management








What skills, knowledge, andvalues drive the process?

Depends on the position. . .

• Tech service• Lab researcher• Office worker• Chief Administrative Officers and Upper Leadership• Middle Managers and Line People, etc.

. . . . .but in general. . .

Skills Values Knowledge

Tactical•Basic conservation skills

•Green Purchasing

•Life Cycle Analysis

•Collaboration & cross-functional communication skills

Strategic•Strategic Sustainability Planning

•Metrics Development

•Humans connection to the environment

•The ethic of environmental stewardship

•Social impacts

•Global perspective

•Meaning of Sustainability

•Energy & material flows on campus

•Basics of Sustainability Issues

•Basics of Sustainability Concepts

•Environmental footprint

•Resources that exist (on and off campus)

•Success Stories

A Starter List of Key Skills, Values and Knowledge Areas



•Green Purchasing







•Social impacts







•Resources that exist (on and off campus)

•Success Stories




•Green Purchasing







•Social impacts







•Resources

•Success Stories


HR & SustainabilityWhat Penn State is doing to apply these competencies:



Talent Management



Penn State Leading the Green Challenge ConferenceMarch 3, 2010

Technical Knowledge

Skill Development

On-Going Professional Development

Sustainability Leadership

Training Series

New Employee Orientation

Performance Review

Staff Review & Development Plan Job Descriptions

The focus for these programs is to support existing leaders

Green Team Network consists of teams in these areas: • College of Education• Student Health Center• Central IT• Methodology Lab• Outreach• Penn Stater Conference Center• Dining Services• University Libraries• Campuses: Erie, Altoona, Berks, Harrisburg, Mont Alto

The Penn State Green Team Network

Campus Sustainability Office Provides Green Teams. . .• Best Practices• Training• Communications and Convening Support• Tools & Resources• Links to OPP Subject Area Experts• Metrics and Tracking• Some administrative support• Seed grants/revolving fund (in the future)

Status of Penn State Green Teamsand Their Share of Two Eco-Indicators

annual kwh % of total

Annual waste (tons) % of total

# of Green Teams 16

# of members 150

1,730,769 0.6% 75 0.6%

# of employees in members’ unit 5,000

40,615,385 13% 1700 13%

represents $3 mil

Myth 3: Behavior change is necessary because not enough people are “on board”

Actually, there are many people on board. Help them understand the opportunities, prioritize,

and get to work.

Putting it all Together

GG

G

G

GG

G

G

G= Green team

Three Myths of Behavior Change

• Behavior change is about turning off the lights

• Behavior change comes from communicating the right message

• Behavior change is necessary because not enough people are “on board”

Take Aways: ThreeTruths of Behavior Change

• Behavior change is not just about turning off the lights but includes the individuals influence over resource usage as well as purchasing and design decisions.

• Behavior change comes from making sustainability a part of the job for which you are accountable and receive on-going training

• Behavior change is already happening and often times we just need to remove obstacles, offer support and get out of the way!

Get your HR department involved!

Documents

Leading the Green Challenge Human Resources, Sustainability and the Green Team Network Erik Foley, MBA Manager of Sustainability Pennsylvania State University