Why Organizations Should Prioritize “Human Sustainability”

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The concept of sustainability has evolved significantly over time, reflecting changes in societal values, environmental awareness, economic conditions, and global challenges. The emergence of modern sustainability began in the 1960s and 1970s, spurred by events like the publication of Rachel Carson's "Silent Spring" (1962) and the first Earth Day in 1970. This era marked a shift towards recognizing the interconnectedness of environmental, social, and economic issues.

In the 1990s and early 2000s, sustainability gained momentum as a guiding principle for businesses, governments, and civil society. International agreements such as the Kyoto Protocol (1997) and the Millennium Development Goals (2000) underscored the importance of addressing environmental and social challenges on a global scale.

The 2015 Paris Agreement on climate change and the adoption of the United Nations Sustainable Development Goals (SDGs) in the same year further underscored the urgency of sustainability as a global imperative.

Today, sustainability has evolved to encompass broader concerns such as climate change adaptation, circular economy principles, social equity and justice, ethical business practices, and resilience in the face of global challenges.

In the context of the workplace, we often see the term “corporate social responsibility” used to refer to business practices where companies integrate social and environmental concerns into their operations. More recently, however, we’ve seen a number of organizations adopting ESG frameworks. ESG stands for environmental, social, and governance, and refers to a set of standards used to measure an organization’s environmental and?social impact.

As we contemplate the broader history of sustainability, it’s clear that some progress has been made. But although we’ve come a long way, organizations may be ignoring the social or “human” aspect of sustainability — especially as it pertains to their own workforce. This idea is supported by eye-opening new research from my company, Workplace Intelligence, conducted in partnership with Deloitte.

For the past three years, we’ve surveyed 3,150 employees, managers, and C-suite executives in our annual Well-being at Work survey. This year, we found that workforce well-being remains relatively unchanged since we began surveying employees in 2022, with just 56% of workers reporting that their overall well-being is “excellent” or “good.” ?

Another finding we continue to see year-over-year? It seems most leaders have no idea how much their people are struggling. Only around 1 out of 3 workers say their physical (34%), mental (32%), financial (35%) and social (31%) well-being improved last year. However, at least 7 out of 10 executives believe these well-being dimensions improved for their employees.

Leaders also have an entirely different perspective on how work is affecting people across all aspects of their personal and professional lives. Around 90% of executives believe that working for their company has a positive effect on employee well-being, skills development, career advancement, inclusion and belonging, and their sense of purpose and meaning. However, just 60% (or fewer) of employees agree.

So, where does “human sustainability” fit into this bleak picture? What does this concept even mean? And most importantly, how can organizations leverage the tenets of human sustainability to do well for their workers while remaining profitable?

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