Environmental, social, and governance (ESG) is no longer just a requirement to meet or a concept to attract investors. It helps companies connect with like-minded talents who share the same mission, purpose, and value.

In this year's flagship event, PeopleFirst 2022, EngageRocket was joined by Andrew Ing, Chief Operating Officer at OUE Restaurants; Benjamin Festin, HR Director at SP Group; and Lisa Askwith, Chief People Officer at Love, Bonito.

These prominent leaders came together in a fruitful discussion around ESG and what approaches to take for organizations to not only give back but also improve the employee experience (EX).

How do employees view and participate in ESG?

People want to work in a place that aligns with their personal values and organizations have been hastily jumping on the ESG wagon, seeking to be a company with a purpose. However, ESG is not just a to-do list or a sign on the wall — it needs to be authentically demonstrated.

Lisa and Benjamin pointed out that companies need to revisit their core business and fundamentals. Look within and see how the internal processes really are. Address ESG by talking with employees from all levels.

This is especially important if the company comprises a multigenerational workforce. It might be challenging to see the connection among people with multiple backgrounds, but it’s essential to find a common thread of what employees really care about or value.

This can be done by having short surveys consistently to find out what each individual feels and what they’re concerned about regarding ESG and values. Otherwise, organizations might risk losing their best talents if the corporate and personal values don’t align.

How can leaders prevent this misalignment, especially with the younger, more outspoken generations?

There are noticeable differences between the younger and more mature workforce regarding work motivations. While the mature generation cares about hygiene stuff such as benefits, working on time, and increments, the younger one actively voices their concerns about purposes, mental health, and work-life balance.

However, everything is everchanging. Andrew shared that the mature workforce still wants to get training, opportunities, empowerment, and growth. Gen Z, on the other hand, has been forced to adjust their priority due to the pandemic and lack of workforce — working with a purpose might not be on top of the list right now.

To avoid misalignment between generations, companies need to address the core of their people through EX. Improving EX is a way to recognize employees’ core drivers. But here’s the challenge: not everyone is aware of what drives them.

This is where leaders need to step in. Through consistent EX surveys and continuous listening, leaders can help their team members figure out what motivates them, plan how to act on these findings, as well as bridge the multigenerational gap, and help marry those different drivers into one cohesive shared value that is also in line with the organization’s ESG agenda.

With so many discussions revolving around Millennials and Gen Z, how do leaders approach the more mature employees?

It is important to note that mature employees don’t necessarily join the company in their older age. A lot of them have been part of the organization for years — decades, even — and they want to feel valued for their vast knowledge and experience. Assigning them to be mentors, trainers, or buddies for their younger counterparts can be a way to acknowledge them.

And while they are comfortable where they are, they also seek to maintain the relevance of their skillset as digital transformation takes place. Leaders need to combine this craving with the younger generation’s technology-centric minds so everyone can work together in harmony.

Another interesting point from Andrew and Lisa is to look into the simplest things — they are, ironically, often overlooked. For example, give people options to join the training of their choice, or tailor the healthcare package for employees who don’t need maternity leave.

How do people managers contribute to ESG strategies and how can HR support them?

HR or CEO needs to be the main sponsor of the ESG strategies as they are the ones with the capabilities to align and streamline the end-to-end business processes. Make sure that ESG has a place in the company's core values and is infused in the processes and policies.

To achieve that, HR and CEO need to cascade the ESG strategy down to all levels of the company. Break it down into actionable, bite-sized points at the ground level so that even new joiners and junior-level staff can make ESG a habit and part of who they are.

On another note, it is vital that HR, CEO, and managers don’t spend all their time on ESG that they neglect their employees’ well-being. ESG should start from within. Work on and improve EX to take care of the team members first. Make sure everyone has a safe space to work before starting to give back.

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