Going green naturally requires some initial steps to get the ball rolling, but the real challenge emerges when trying to get employees onboard with a new environmentally friendly focus. Yet thanks to perpetually expanding awareness on the issues surrounding green efforts, even the most stubborn employees are starting to see the benefits of going green.

“Green is an important issue for consumers, and therefore our staff, in today’s society,” says Debbie Baxter, chief sustainability officer at LoyaltyOne (www.loyaltyone.com). “There is a concept of a ‘social license to operate’ that is gaining increased momentum with our stakeholders. We have more and more staff members approaching us to implement their own eco programs or be involved in corporate environmental initiatives.”

Two Sides Of The Coin

Thinking green can make employees feel better about their impact on the environment, but green efforts can also have an impact on the bottom line. For example, Baxter notes that sustainability often leads to efficiency improvements, which in turn lead to a positive business case for green methods and initiatives. One of the most obvious impacts to the bottom line comes from energy efficiency practices, such as turning off computers and lights that aren’t in use or asking employees to telecommute to save on gas and carbon emissions as well as the company’s utility bills. Particularly amid a rough economy that’s rife with layoffs and outright elimination of jobs, employees need to understand that green efforts can help their organization stay afloat—and keep personnel.

“From a business perspective, we are aware of the cost-saving advantages to having green processes. There is also a benefit to our firm’s business development when we identify ourselves as a green workplace. Supporting sustainability is good for our local community [and] our global community and therefore is good for our business, our employees, and our clients. Many of our green efforts have resulted in greater efficiency in our workplace, as seen in our effort to reduce the amount of printing,” says Jennifer Civitella Hilario, an associate at Boston-based law firm Tarlow, Breed, Hart & Rodgers, P.C. (www.tbhr-law.com), and a member of the firm’s self-described “green team,” which works to boost green awareness and practices in the firm.

Lean & Green

According to Civitella Hilario, education is a prerequisite to getting employees onboard because employees must understand why they are being asked to change their routines or practices. Her law firm has boosted educational efforts in part through its company intranet, which lets the firm distribute a “Green Team News” email that provides green tips and status reports on green efforts.

“We have also educated our co-workers on energy-saving techniques involving the computer, copiers, and printers,” she says. “Our IT director has provided one-on-one advising to users to assist them with understanding how they can save energy. We have created some incentive programs to encourage green practices—for example, a green employee of the month and an interdepartment challenge to reduce paper consumption and to turn off computers.”

Making the entire green process easier on employees can help with buy-in. For example, TBHR places recycling bins in every office and kitchen; all copiers can print double-sided and scan electronic copies; monitors are configured to turn off after 30 minutes of inactivity; and all rooms have sensors that automatically turn off lights after 20 minutes of inactivity. Because steps such as these don’t add any time to the normal routines of employees, enlisting their participation becomes easier, Civitella Hilario says.

LoyaltyOne has similarly implemented specific tactics for greening its employees, including videoconferencing, which provides staff with an option other than air travel; in fact, Baxter notes that the company was recently able to avoid a trip to India thanks to a video link. The company also offers discounted transit passes through an arrangement with the local transit provider, and it implemented a fleet of fuel-efficient smart cars for employees to go to out-of-office business meetings.

Selling The Plan

Not all employees will necessarily care that they’re helping the environment or helping the organization to save money, which leaves managers in a tough spot when trying to get green programs in gear. Even when employees are technically receptive to green mandates, they might not be following the practices regularly, but Civitella Hilario explains that behaviors can be changed over time.

“We needed to change people’s behavior but wanted to provide for a comfortable transition. We have relied on the assistants and office services to encourage reduction in paper consumption. For example, with every print job, the assistants and office services have made it their practice to ask if the document can be scanned or printed double-sided. After a couple weeks of being asked, the attorneys started to request electronic scans or double-sided printing,” she says.

TBHR’s green strategy isn’t driven by force, but instead by a gradual introduction of energy- and environment-saving processes. Civitella Hilario says the firm made a conscious decision to make their program voluntary in the hopes that as more people participated, the buy-in would increase among nonparticipating employees. The ultimate goal of the program is to infuse green practices directly into the firm’s culture so that being green will be as comfortable and obvious as greeting fellow employees in the morning, she adds.

“Increasing your company’s and your employees’ focus on environmental programs is a project like any technology project,” Baxter says. “There is a change-management component. Some people are more open to change than others, but the same change-management tactics apply. We need to communicate regularly, frequently, and clearly; we need to give people the opportunity to pilot new programs before they are fully implemented; we need to give employees the opportunity to participate and offer input. These are all time-tested strategies for achieving buy-in when change is happening.”

by Christian Perry