Building sustainable skills at work: Why HRD matters more than ever?

Sustainability is not just a matter of strategy or policy, it is about people. The choices people make, the values people hold, and the way people work together define how organizations contribute to the future. For HR and learning professionals, this means that building sustainable skills and knowledge is central to developing work cultures and behaviors that will carry organizations, and societies, into the future.

Awareness is not enough

Many organizations already discuss sustainability. Employees might read reports, attend training sessions, or hear leaders make public commitments. But awareness and positive attitudes alone do not change behavior. A sustainable future requires more than “knowing.” It demands new ways of thinking, acting, and making decisions:

• Knowing about climate change is not enough. We must connect that knowledge to everyday practices at work.
• Valuing equality is not enough. We must embed it into recruitment, leadership, and daily interactions.
• Admiring cultural diversity is not enough. We must create spaces where it flourishes.

The four pillars of sustainability

Sustainability includes four interconnected pillars: Environmental, social, cultural and economical. When employees understand about the pillars of sustainability it stops being an abstract “corporate initiative” and becomes part of daily choices. Both personal and professional.

• Environmental: Responsible use of natural resources, biodiversity, energy efficiency, circular thinking, recycling.
• Social: Equality, inclusion, well-being, opportunities for participation, safe and healthy environments.
• Cultural: Respect for local traditions, diversity, subcultures, and cultural heritage.
• Economical: Responsible consumption, long-term profitability, green business practices, transparent systems like EMAS or ISO 14001.

From knowing to doing: The challenge of behavior change

Human behavior is strongly influenced by social norms. In many industrialized societies, consumption has become a dominant value. But behaviors and cultures can change. Just think about how littering was once normal, but today most of us see it as unacceptable. For workplaces, the key question is: how do we inspire employees to make sustainable choices without relying only on strict rules? Some possibilities include:

• Designing training that highlights the real costs of products—not just financial, but also environmental and social.
• Creating visible incentives and recognition for sustainable practices, such as reducing waste or choosing greener travel options.

Encouraging employees to find personal meaning in sustainability, rather than framing it only as a compliance issue. Changing behavior is never simple. While incentives, nudges, or campaigns can spark short-term actions, research shows that these shifts often fade if they are not anchored in deeper systems and structures. For HR and L&D, this means going beyond surface-level tactics.

Sustainability learning should be guided by ethical principles, respecting people’s autonomy and encouraging voluntary commitment rather than forced compliance. Instead of simply trying to “nudge” people toward certain behaviors, organizations should aim to create environments where sustainable choices are natural, supported, and meaningful. This requires alignment between learning initiatives, workplace culture, and organizational strategy. So that individuals are not asked to carry the burden of change alone.

Lifelong learning as a foundation

Sustainability is not a “one-time” skill to be learned—it requires continuous development. Awareness of issues such as climate change or inequality must be translated into ongoing action. In workplaces, this can mean:

• Integrating sustainability topics into leadership programs.
• Including sustainability in onboarding, so new employees see it as part of the culture from day one.
• Embedding sustainability into project work and innovation, ensuring employees practice applying it in real tasks.

Over time, these repeated learning experiences shape new habits and make sustainability part of professional identity.

What this means for L&D professionals?

For learning and development professionals, the role is clear: help employees build not only knowledge, but also the skills, values, and motivation needed for sustainable action. Learning about sustainability is not just about information transfer. It is identity-building: helping employees see themselves as active contributors. In this employees need support to develop:

• Knowledge: Understanding ecological, social, cultural, and economic sustainability.
• Skills: Applying sustainable practices, innovating responsibly, using technology wisely.
• Values and attitudes: Respect, fairness, responsibility, long-term thinking.
• Networks and collaboration: Building partnerships across teams, organizations, and communities.
• Motivation: A personal sense of purpose in contributing to sustainability.

One challenge worth noting is the gap between sustainability research and organizational practice. While universities and research institutes produce valuable insights into effective methods and approaches, these often remain within academic circles. For HRD professionals, staying informed requires active effort: building partnerships with researchers, participating in professional networks, and translating academic findings into practical tools for learning and development. Closing this gap is essential if sustainability learning is to move beyond theory and into lasting impact in the workplace.

Call to action

Sustainability is the foundation of future-ready organizations. By embedding sustainable knowledge, skills, and behaviors into everyday learning, we prepare employees for their jobs and a future where people and the planet can thrive.

The ripple effect of workplace learning reaches far beyond office walls. Every action taken today shapes possibilities for the generations to come. And that, perhaps, is the most meaningful outcome any learning professional could hope to achieve.

About the author: Suvi Ferraz is the CEO of Learnsy with 10+ years in corporate learning and development, Vocational Teacher and Corporate Trainer with minor on Corporate Responsibility.