Introduction: Can Recruitment Save the Planet—Today and Tomorrow?
It’s 2025, and sustainability is no longer an aspirational buzzword—it’s the lens through which organizations future-proof every decision they make. What if your hiring process could secure top talent and fight climate change at the same time? It might sound ambitious, but it’s fast becoming reality. Talent acquisition is emerging as an unlikely yet essential driver of transformation—and the way we recruit today will shape the future we leave behind.
Progress Over Perfection
Achieving carbon-neutral recruitment doesn’t demand perfection; it calls for progress. Every small step—whether it’s transitioning to virtual interviews or measuring travel-related emissions—drives real, tangible impact.
“Sustainability in recruitment isn’t just about minimising harm; it’s about maximising impact for talent and the planet—well into 2030 and beyond.”
Why Sustainability Is the New Must-Have in Talent Acquisition
1. Purpose-Driven Talent Continues to Demand More
The next generation of workers won’t just ask, “What’s the salary?” They’ll ask, “What’s the impact?”
Looking Back & Moving Forward: Even in Deloitte’s Global 2023 Gen Z and Millennial Survey, nearly 40% of respondents reported turning down job offers that ran contrary to their personal values—including environmental concerns.^1 Since then, sustainability pressures have only intensified. By 2025, early indicators suggest that the proportion of sustainability-focused jobseekers could exceed 50%, as climate accountability becomes the norm and global net-zero roadmaps accelerate.
Implications: This expanded focus means organizations can’t rely on outdated corporate social responsibility statements. To attract top-tier candidates in 2025 and beyond, companies need visible climate commitments that align with the next generation’s values.
Meanwhile, Weber Shandwick’s “Employee Activism in the Age of Purpose” report (initially released pre-2025) set the stage for escalating employee demands. Today, those demands are heightened, with activism evolving into structured, internal climate advocacy groups. The message remains clear: sustainability influences every corner of the talent equation—and that influence will only deepen.
“Principles of fairness, inclusion and purpose are inextricably linked to employer attractiveness, and those listed are very well placed to attract talents that are motivated by purposeful and long-term careers.”
Sustainability doesn’t just attract attention—it builds trust. In LinkedIn’s Global Talent Trends from 2022 to 2024, companies with robust ESG profiles saw consistent jumps in applicant engagement.^2 As we move further into 2025, this momentum has shifted from a “nice-to-have” to a critical differentiator.
Avoiding Greenwashing: By 2025, talent pools are more discerning than ever. Greenwashing is swiftly exposed, thanks to real-time social media scrutiny. Meanwhile, IFRS Sustainability Disclosure Standards (IFRS S1 & S2)—released in 2023—continue to shape the transparency expectations placed on businesses.^3 By now, failing to back up your green claims isn’t merely a reputational liability; it risks regulatory penalties and long-term talent drains.
3. Regulations Have Tightened—And Will Keep Evolving
Starting in late 2023, the EU Corporate Sustainability Reporting Directive (CSRD) and UK Streamlined Energy and Carbon Reporting (SECR) requirements expanded the scope of emissions reporting.^4 By 2025, companies are expected not only to measure but also to mitigate emissions across all activities—including recruitment.
Scope 3 Emissions in Focus: During the early phases of these regulations (2023–2024), recruiting teams started quantifying candidate travel and interview-related carbon costs.^5 In 2025, this practice is maturing into standard procedure. As more countries adopt or update similar frameworks, organizations that fail to measure hiring emissions risk falling behind.
What Is Carbon-Neutral Recruitment in 2025?
Carbon-neutral recruitment means actively reducing, measuring, and offsetting emissions throughout the hiring process—under today’s more stringent climate commitments. It’s not limited to merely adopting virtual hiring technology; it’s about reimagining the entire talent acquisition ecosystem:
Virtual Hiring: By 2025, cutting travel emissions through virtual interviews has become an industry norm.
Internal Mobility: Prioritising reskilling and redeployment over external hiring remains one of the most impactful ways to curb recruitment-related emissions.
Transparency: Measuring, sharing, and verifying the carbon impact of hiring decisions is now an expected best practice, in line with the ongoing IFRS/CSRD reporting wave.
Practical Strategies for Sustainable Recruitment
1. Leverage Technology for Green Gains
AI and data-driven platforms are more powerful than ever in 2025:
Smarter AI tools have evolved to optimise screening with minimal computing power—lowering both time and energy consumption.
Carbon tracking dashboards that were novel in 2023 are now standard offerings in many applicant tracking systems (ATS). They monitor emissions from interviews, recruitment events, and candidate travel.
Green data centers have taken center stage, with major cloud providers continually innovating to meet their 2030 net-zero targets. Microsoft and Google, for instance, are on track to power data centers with 100% clean energy in certain regions.^6
Tip (for 2025 and beyond): Ensure you’re transparent about how your tech is powered. Today’s top candidates expect full visibility into environmental impact.
2. Go (Even More) Digital with Recruitment Marketing
Physical materials are nearly a relic:
Brochures are replaced by interactive microsites and QR codes—which have only become more intuitive since 2023.
AR-powered virtual office tours are more immersive, cutting travel needs while showcasing state-of-the-art sustainability features, such as solar-powered buildings or energy-efficient workspaces.
Example: FTSE 100 company, building on early success in 2023, continued to digitize recruitment efforts through 2024–2025. Over this period, internal data suggests they eliminated approximately 12 metric tonnes of CO₂e emissions annually from what was once a high-volume printing and shipping process.^7 Their year-over-year candidate engagement also rose by 15%, a figure that underscores the continuing appeal of eco-friendly innovation.
3. Prioritise Internal Mobility
Reskilling existing employees is more critical than ever in 2025:
Fewer external hires mean smaller carbon footprints from onboarding, relocation, and travel.
Training programmes are increasingly delivered online, further reducing emissions. As skill needs rapidly evolve—especially around AI, data science, and environmental management—internal mobility is a cost-effective, planet-friendly solution.
Reskilling is sustainability in action—reducing waste, creating opportunity, and driving long-term agility well into the late 2020s.
4. Decentralise and Localise Hiring
Remote and hybrid models continue to dominate:
Minimise relocation by focusing on regional talent pools or networks, building on the remote-first momentum from 2020–2024.
Co-working hubs in strategic locations reduce commuting—helping staff work closer to home, while retaining the collaborative benefits of in-person interaction.
In 2025, the benefits of this approach are well-documented: it lowers emissions, diversifies candidate pipelines, and fosters a global talent strategy without the carbon-heavy footprint.
5. Be Transparent—Greenwashing Isn’t an Option
By 2025, green credentials are fact-checked in real time:
Publish ESG reports that highlight recruitment-specific metrics, like interview-related emissions saved through virtual processes.
Some leading-edge companies now use blockchain or similar technologies to certify carbon offsets and verify green claims, building trust among employees, investors, and candidates alike.
The Future of Recruitment: Leading the Charge Beyond 2025
Sustainable recruitment is rapidly outgrowing its “trend” phase. As we look to 2026 and beyond:
Sustainability KPIs are poised to match or exceed traditional metrics like cost-per-hire, time-to-fill, and quality-of-hire.
Carbon-lite AI will continue evolving, with green-coded algorithms and minimal energy usage becoming the norm for HR software.
Decentralised workforces will further slash commuting emissions, driving a new wave of planetary and people-first recruitment.
The future of recruitment isn’t just about who you hire—it’s about how you hire, and why.
The choices made in 2025 won’t just fill roles; they’ll shape the strategic and sustainable trajectory of entire industries. Moving toward a carbon-neutral hiring framework isn’t just about technical fixes; it’s about demonstrating purpose and leadership in a world where climate accountability has become the baseline.
Ready to take the next step? Begin by measuring your recruitment emissions, experimenting with green tech, and being radically transparent. Small, focused steps today will have an outsized impact on your legacy tomorrow.
References
Deloitte (2023). Deloitte Global 2023 Gen Z and Millennial Survey.
The data points from 2022–2024 are included to illustrate ongoing trends and regulatory milestones. Readers are encouraged to review the latest versions of these studies and standards—especially as 2025 unfolds—to stay at the forefront of sustainable recruitment innovations.
With a forward-looking mindset, your recruitment strategy can become a catalyst for both organizational success and planetary well-being.
Sustainability in recruitment isn’t just about minimizing harm; it’s about maximizing impact for both talent and the planet
Earlier this year AMS asked talent leaders across the globe their opinions on the ‘green skills’ crisis. Shockingly, 84% of respondents said something needs to be done urgently to address the green skills gap, but only 7% think something will!
I was expecting this headline to be part of the new whitepaper around green skills we have developed on the basis of our outreach and research, but actually seeing it brought to life through real data was certainly a sobering thought.
We also asked our respondents what the barriers are to bridging this gap and what needs to be done, to get to where we need to be. The insights that followed were fascinating and revealed that whilst a lot of work is required, optimism still remains among those tasked with creating the strategies for global talent in their organizations.I would encourage anyone who has an interest in talent strategies to help us achieve our sustainability imperatives to download the whitepaper here.
HR and talent leaders are uniquely positioned to be a powerful force in closing the green skills gap and supporting sustainability efforts and our whitepaper shines a light on some of the areas that could make a real impact.
We conclude our whitepaper with the following recommendations;
Embrace a long term mindset
Champion collaboration
Apply green skills with a fresh lens
Let your green show
Prioritize specialized training and development
‘Green skills’ apply to every industry in the global economy and all organizations will have to adopt a green skills talent strategy at some point in the near future. Those looking to secure a strategic competitive advantage will act now!
If we want to address the green skills gap, we need to understand that all future job roles will require green skills.
Figuring out what your next 6-12 month hiring roadmap looks like can be daunting. So many variables to consider, so many new technologies, you might feel pulled in various directions. The key is not to become overwhelmed by the array of twists and turns in the HR arena, but rather to lean-in to where you see your workforce in the future and plot the steps to get there.
With every industry showing unique needs and changes, here’s a snapshot of some of the interesting directions companies are headed in the coming months.
Energy, Engineering and Industrials
With a shift towards green energy, new legislation in this sector will promote more green skills as workforces evolves to become sustainable and decarbonized.
Investment Banking
As banks consider their internal structure, they are analyzing how technology will provide more agility to their hiring decision making. In highly regulated environments there is more of a hesitation around new technologies like AI. But some are interested in piloting technology and new tools to drive efficiencies where it is seamless to do so.
Construction, Healthcare, Retail
In high volume, hourly hiring – such as in the construction industry – there is a focus on leveraging a skills-based approach to determine the best fits for roles. Quality of hire remains supreme in this area of sourcing and recruiting.
Organizations will be looking to hire more contingent labor workers as they bounce back from lower hiring volumes. A continued uncertain economic landscape across many sectors is creating a greater focus on creating flexibility in their employee make-up.
Food and Hospitality
In California there has been a new minimum wage applied to the fast food sector, now at $20 per hour. An interesting development that will likely have consequences to other sectors and parts of the country. This presents an additional layer of complexity to an already evolving talent acquisition landscape.
Technology
Companies are exploring how to source talent for supporting and driving AI technologies. There has been an increasing interest in looking into the architect and planner roles involved in implementing and setting the stage for new AI technologies. Establishing a gameplan ahead of AI usage is a strategic step that is critical to ensure compliance is met and tools are utilized properly.
Pharmaceuticals and Life Sciences
Organizations are looking to their location strategy to reduce cost and drive scalability/agility – with India being an area of interest for some employers.
An important thing to think about on your talent road ahead is what your destination will look like. With every hiring destination looking a little different, each industry is going to require different TA needs and will need to adjust to the changing economic and technological landscape differently.
Earlier this month I attended a conference in Houston specifically focused on some of the challenges in the HR function of energy sector companies. It was a great event and what was particularly interesting and encouraging for me was that the audience was a real mix of professionals not only from the fossil-fuel industry (which is of course to be expected in Texas!), but also from the renewable energy industry.
Texas is the leading State in the US for renewable energy production and is continuing to accelerate the transition. Recent data from the Energy Information Administration (EIA)shows that solar generation alone is likely to top coal-fired generation for the first time in 2024. The Energy Reliability Council of Texas (ERCOT) manages the flow of around 90% of electric load in the state, and EIA forecasts indicate that wind and solar generation will top natural gas as the system’s largest generation resource. With the recent announcement on Earth Day relating to the $7 billion of solar funding for residential projects in the US through the Environmental Protection Agency, the pace will only quicken!
So how do these dynamics relate to HR strategies? The conference brought to light many of the challenges ahead.
I was privileged to share the stage with professionals from SLB, Shell and Technip FMC to discuss some of the key topics in Talent Acquisition in a panel format. Here are just some of the points we discussed:
It is clear the energy sector needs to work hard to remain relevant and exciting to younger generations of talent. According to the Universum list of the most attractive employers in America, no energy companies are ranked in the top 100 amongst business students and only 6 are ranked in the top 100 amongst engineering students. A lot of work needs to be done to tell the amazing stories the energy sector has to offer. Targeted and personalised employer branding strategies need to be invested in to help bring to life the massive impact a career in the energy sector can provide.
Flexibility and scalability in what has always been a volatile market is becoming increasingly important for Talent Acquisition operating models in the energy sector. As a result, more and more organisations are moving to Recruitment Process Outsourcing models and this is confirmed by recent US research that indicates the likely compound annual growth rate for the RPO sector in the US is 19.1% through to 2031.
Talent Acquisition technology has been a hot topic for the last decade or so, but with the rapid adoption of AI in HR processes and the increasing legislation associated with this to keep it in check, organisations will have to carefully consider their options and will need support with their technology and process decisions. The explosion of AI in our lives is astonishing (it took Instagram 2.5 years to have 100 million users and Chat GPT just 2 months) and the feeling in the room was that we must embrace the benefits that AI will inevitably bring, but guard against any bias that it might introduce into our processes.
Internal mobility was seen as a crucial enabler of dealing with the skills gaps in the sector, and the panel agreed that it was important to understand the skills in your organisation to determine who has adjacent or transferable skills for new roles. By embracing potential over experience, fostering a culture of mobility, and treating your internal candidates as you would an external candidate you will be able to harness your internal talent much more effectively.
Other topics covered over the 2 days we had together included using veteran programmes to increase belonging and access new talent pools, defining competitive policies to attract the best talent, and how to use wellness and health programs to support your people.
The topic of skilling was prevalent, and it was fascinating to hear how NexTier Oilfield Solutions had used Kahuna to digitize their technical competence assurance program (a great pre-requisite to get your data and skills taxonomy in order before embarking on a skills-based hiring approach) and how Vestas were reducing attrition through effective development programs, particularly in leadership.
The other topic at the front of everyone’s minds in the room was of course DE&I and how we all need to ensure processes remove implicit bias and approaches we take should always be focused on inclusivity.
The key takeaway for me was that the challenges ahead for the energy sector are multiple, but with the right mindset and by adopting the right balance for the energy transition to happen quickly enough, the energy sector is a hugely exciting sector to build a career within.
It is now crucial that we can tell this story to younger generations, whose talent we need to build a prosperous future for all.
Two of the ‘big ticket’ items on many corporate agendas currently are leveraging technology advancements such as Gen AI alongside environmental responsibility and an aspiration for net zero. But are these aspirations paradoxical and if so, what can we do to minimize impacts?
Artificial Intelligence (AI) is hailed as a game-changer but beneath its transformative potential, lies a pressing concern: its environmental impact. The development, maintenance, and disposal of AI technology all come with a carbon footprint.
I asked Copilot, Microsoft’s conversational chat interface – How does AI advancements impact the environment?
It gave me both sides of the argument:
Negative Environmental Impact of AI:
Energy Consumption: The rapid growth of AI, especially generative AI systems, has led to increased energy consumption. For instance, ChatGPT, created by OpenAI, already consumes as much energy as 33,000 homes.
Water Usage: Generative AI systems require substantial amounts of fresh water for cooling their processors and generating electricity. Data centers supporting large AI models can strain local water resources significantly.
Electronic Waste: At the end of their lifecycle, AI technologies contribute to electronic waste, containing hazardous materials that can pollute the environment.
Positive Role of AI in Addressing Climate Change:
Predictive Models: AI systems can predict weather patterns, track icebergs, and identify pollution sources, aiding climate research and disaster management.
Agriculture Optimization: AI helps improve agriculture practices, optimize resource allocation, and reduce environmental impact.
Environmental Governance: By assisting research and promoting effective environmental governance, AI can contribute to solving environmental challenges.
Earth.Org comments that other concerns are functions such as automated advertising which may result in greater consumption as well as increasing waste in certain sectors, such as the e-commerce industry, which has normalized the rapid and frequent delivery of goods; or the rising use of AI in agriculture which could result in the overuse of pesticides and fertilizers, contaminating the soil and water, and harming biodiversity.
Behind the scenes of AI’s brilliance lies an energy-intensive process with a staggering carbon footprint.
Training of AI models can produce about 626,000 pounds of carbon dioxide, or the equivalent of around 300 round-trip flights between New York and San Francisco – nearly 5 times the lifetime emissions of the average car.
Therefore, as businesses focus not only on their technical landscape but their EVP and Environmental reputation, they must also consider building sustainable practices and make educated decisions by considering the potential environmental effects of AI adoption. Such actions as prioritizing energy efficiency, designing more sustainable models, and rethinking data center practices.
Copilot concludes: Balancing AI’s potential with ecological responsibility is crucial for a sustainable future.
Like many of my colleagues, I have recently been on a knowledge upskilling journey when it comes to green skills – a subject that has quickly become a critical agenda item in both the public and private sector, with the race for securing talent in this space already well underway.
The shift to a net zero economy will require a transformation of our workforce, inevitably changing the skills required and the tasks involved in many of the existing occupations as well as generating thousands of additional opportunities for green jobs. But there’s a problem: are we ready for this skills revolution?
The UK government has set an ambition of supporting 2 million jobs in the green economy and its supply chains by 2030 and later this year the UK Government’s Green Jobs Delivery Group will publish its action plan on green skills that will undoubtedly include a planned approach to skilling and hiring. What we know right now is that the demand for green skills is already on the rise, with green jobs now representing over 30% of UK job postings on LinkedIn and with a talent shortage already evident this is presenting a challenge.
But the green skills agenda also presents a huge opportunity.
In the article How the transition to net zero could unlock social mobilitypublished last year by the Institute of Student Employers (ISE), William Akerman at Connectr explains how the green skills gap could be the opportunity of a generation for social mobility. He highlights an important point when it comes to the challenge of green skills demand versus available talent in the market in that the “gap won’t be filled from reskilling companies’ existing workforces alone.” He draws attention to the opportunity for this gap to be filled by early careers, indicating this could be “a vital pathway to get the right skills into your organisation, to set your company up for success.”
When shaping the future of the green economy, harnessing the passion for sustainability amongst young people and a desire to work for an organisation that aligns with that will be key, and this needs to begin with creating tangible career pathways and access to these roles. ISE report 72% of students want to work for an employer that has a positive impact on sustainability.
The article does suggest that there’s a risk of diverse groups getting left behind. However “if rolled out considerately, once-in-a-generation workforce changes like the transition to net zero, also provide an opportunity to power up diverse talent groups, and give them the skills to stand out and get ahead.”
So what action is required?
Organisations need to invest in their future “green” workforce now to ensure they have the right skills to deliver a green industrial revolution and thrive in the jobs it will create.
Targeting young people from all backgrounds and demographics who are interested in securing a green job will be vital and this begins with education. There is a lack of knowledge and information about the requisite skills and qualifications needed and routes to entry when it comes to green skills.
When it comes to routes to entry, models like recruit, train, deploy could be a perfectly positioned and indeed highly effective route for green skills hiring, offering a comprehensive approach to address the increasing demand for workers with expertise in sustainable practices and environmental conservation. Such a model can Identify individuals from diverse backgrounds who have the potential and interest in acquiring green skills and design training programmes that are tailored to the specific needs of the green economy.
By implementing a recruit, train, deploy model tailored to green skills, organisations can contribute to the development of a skilled and diverse workforce that actively participates in the transition to a more sustainable and environmentally friendly economy. This approach not only addresses the demand for green skills but also promotes social and economic mobility for individuals seeking opportunities in this growing sector.
once-in-a-generation workforce changes like the transition to net zero also provide an opportunity to power up diverse talent groups, and give them the skills to stand out and get ahead.
2024 marks the 20th year of the ‘Corporate Knights Global 100’ rankings – a list of the 100 most sustainable companies in the world. This is a list I always want to take a close look at!
The ‘Global 100’ gives insight into which organizations are investing in green solutions such as renewable energy, energy efficiency and the circular economy, how they are performing in terms of diversity, equity and inclusion, taxes paid, and interesting remuneration metrics such as CEO pay versus employee average and contributions to employee pensions. The organizations ranked in the ‘Global 100’ are securing their own sustainable futures as successful, growing organizations in the low-carbon economy of the near future, and already outperforming the All-Country World Index financially.
The ‘Global 100’ are also positioning themselves as highly attractive employers. Principles of fairness, inclusion and purpose are inextricably linked to employer attractiveness, and those listed are very well placed to attract talents that are motivated by purposeful and long-term careers. Given that all the recent research (e.g., the Edelman ‘Trust at Work’ report) points towards the clear majority of talent wanting purpose in their work (71%), this is a competitive differentiator when competing for the best talent available in the market.
According to the CEO of Corporate Knights, when the ‘Global 100’ was launched in 2005, ‘the green economy was a quaint idea’. Sustainability reports were in their infancy, and seen more as a tick-box exercise to help satisfy the ESG agenda. They are now seen as critical business reporting tools to communicate the sustainability strategy of an organization and the audience is not only investors but talent as well. According to the Edelman report more than half (51%) of talent will decide where they want to work based on the stated climate and sustainability strategy of an organization.
Congratulations to all those listed in the ‘Global 100’ and let’s hope that 2024 is a year within which more purposeful careers are offered to the global workforce. You can guarantee that the ‘Global 100’ will have a head-start on many of their competitors for talent!
At AMS, we are committed to progressing our sustainability agenda in the areas of equality, wellbeing, climate change and support to local communities. You can find our 2023 Sustainability report here.
The ‘Global 100’ are positioning themselves as highly attractive employers. Principles of fairness, inclusion and purpose are inextricably linked to employer attractiveness, and those listed are very well placed to attract talents that are motivated by purposeful and long-term careers.
The LinkedIn green skills report takes a look at the ‘green’ skills needed to address the threat of climate change. The report echoes some of the sentiment we are feeling from not only our global energy and renewables clients but also our financial services clients when it comes to hiring leaders.
Hiring leadership talent with skills such as ‘carbon accounting’ or ‘climate action planning’ into these industries is very difficult right now. Demand for green skills talent at all levels is far outstripping supply. This is why we are working hard with our clients to ensure a skills-based hiring approach is front and center of the candidate experience and hiring process. Leaders with transferrable skills from adjacent industries or with ‘power’ skills such as learnability, agility and curiosity who will be able to adapt quickly to fight the urgent need to tackle climate change.
AMS Executive Search team works strategically with clients to identify the senior talent required at a global level, but we also share insights with them to help with their location strategy and where these types of skills are locate. We share data on the hiring competition such as around remuneration as well as hybrid working models. We also ensure that the senior talent AMS Executive search team identifies, and subsequently approaches have a great experience from start to finish. If you want to know more about how we can help you hire leaders with green skills, then reach out to me [email protected]
The transition to a greener economy is driving green skills growth across all industries, including the most carbon-intensive.
As the father of a Gen Alpha (2010 onwards) girl, I have a vested interest in giving Gen Z what they want, so Gen Alpha don’t have to fight quite so hard! I came across the ‘Energy Transition Skills Project’ report recently that has been written by ‘Student Energy (studentenergy.org)’ in partnership with Ørsted (the renewable energy leader). I found it incredibly insightful.
Those of you who know me, know that I love data, and some of the insights I have gleaned from the report I find fascinating. Here are just three insights from this very interesting read;
Youth respondents globally rank ‘Purpose of Work’ (19.9%) as most important when looking for a job, comprehensively beating ‘Opportunities for Growth’ (14.8%) and ‘Salary and Compensation’ (13.8%)
This is great news for the Energy Sector companies who are on the right path for transition! However…..
The most common barriers facing those who want to enter the Energy Sector are ‘lack of awareness of opportunities’, ‘lack of available entry-level positions’ and ‘lack of access to skills training’
So this means if Energy Sector companies can improve their employer branding and market outreach (no greenwash please!) they can access talent that desperately wants to work for them, but only as long as they have the development programs and entry level roles available. This will of course depend on the right approach to talent acquisition, workforce planning and development.
41.5% of all respondents chose ‘working at a renewable energy company’ as their ideal energy transition job
So let’s hope that through collaboration between education, industry and government we can establish the right frameworks for skills development, because it seems like the renewable energy companies are in pole position to attract motivated and engaged talent.
If you are interested in talking to AMS about how to tackle the ‘green skills’ challenge and attract the best talent in your organisation, please reach out to me – at AMS we want to be part of the solution, and make a brighter future for all the ‘Gen Alphers’ out there (and everyone else!)
ENERGY TRANSITION SKILLS PROJECT
The Energy Transition Skills Project led by Student Energy, explores what is most important to young people when looking for employment and what barriers they face to entering the energy transition jobs labour market.
In the new digital insights report created in partnership with Raconteur I discuss the enormous challenge that lies ahead of us in the renewable energy sector – how to overcome the talent shortage that will hit organisations in the next few years and beyond.
Some of the topics covered include the extent to which employment levels in the renewable energy sector are set to rise exponentially, the necessity of looking to other channels, skills and experience to meet demand, the importance of ensuring the renewable energy sector is as attractive as possible in a competitive market for talent, and the need for increased collaboration between government, business and education.
As a passionate advocate of securing a sustainable future for the generations to come, I don’t think there can be many more important problems to solve for talent acquisition professionals.
At AMS we aim to be part of the solution to this problem by providing products and services that allow organisations to scale at pace, cost effectively, with minimum risk, enabled by leading technology and quality people. So, if you find yourself facing these challenges, please do contact me or use our form through the website Contact Us – AMS (weareams.com). We hope you enjoy the read!
McKinsey forecasts that global solar and wind power capacity will quadruple between 2021 and 2030 as nations reduce their reliance on fossil fuels. It says a “staggering” additional 1.1 million blue-collar workers will be needed to develop and build these plants, along with 1.7 million extra workers to operate and maintain them.
