1. Leading the Green Challenge Human Resources, Sustainability and the Green Team Network
Erik Foley, MBA
Manager of Sustainability
Pennsylvania State University

2. The Three Myths of Behavior Change
Behavior change is about turning off the lights
Behavior change comes from communicating the right message
Behavior change is necessary because not enough people are “on board”

3. Myth 1: Behavior Change is Turning Out the Lights
Usage
Purchasing
Design
Fact: Behavior change is about usage but also purchasing and design power.

4. Example: Lab Building
Shutting sashes
$22,000
Usage
Buying more efficient hoods
$62,000
Purchasing
Demanding a more efficient lab building
$107,000
Design
Compare the estimated annual avoided cost savings in this example.

5. How do you get to these deeper levels of savings?
By addressing Myth 2: Behavior comes from communicating the right message

6. Consider everything that influences behavior
Strategy
Management
Culture
Technology
Marketing/
Communications

7. The Behavioral Ecosystem
Strategy
Management
Culture
Technology
Marketing/
Communications
Take Charge
Posters
Energy Challenges
Road Shows
Recycling Challenges
Energy Dashboard
Building Reports

8. Myth 2: Behavior change comes from the right message
Strategy
Management
Culture
Technology
Marketing/
Communications
Truth: Enduring behavior change is when it’s your job.

9. HR & Sustainability Competencies Results for the Institution
Leadership Development
Training & Professional Development
Talent Management
Workforce Engagement
Collaboration & Teamwork
Integration of Sustainability Values
Eliciting Senior Management Support
Development of Metrics and Systems Alignment
Stakeholder Engagement and Holistic Integration
Technology

10. HR & Sustainability Competencies Results for the Institution
Leadership Development
Training & Professional Development
Talent Management
Workforce Engagement
Collaboration & Teamwork
Integration of Sustainability Values
Eliciting Senior Management Support
Development of Metrics and Systems Alignment
Stakeholder Engagement and Holistic Integration
Technology

11. HR & Sustainability Competencies Results for the Institution
Leadership Development
Training & Professional Development
Talent Management
Workforce Engagement
Collaboration & Teamwork
Integration of Sustainability Values
Eliciting Senior Management Support
Development of Metrics and Systems Alignment
Stakeholder Engagement
Technology

12. What skills, knowledge, and values drive the process?
Leadership Development
Training & Professional Development
Talent Management
Workforce Engagement
Collaboration & Teamwork
Integration of Sustainability Values
Eliciting Senior Management Support
Development of Metrics and Systems Alignment
Stakeholder Engagement
Competencies
Results for the Institution
Technology

13. What skills, knowledge, and values drive the process?
Depends on the position. . .
Tech service
Lab researcher
Office worker
Chief Administrative Officers and Upper Leadership
Middle Managers and Line People, etc.
but in general. . .

14. A Starter List of Key Skills, Values and Knowledge Areas
Tactical
Basic conservation skills
Green Purchasing
Life Cycle Analysis
Collaboration & cross-functional communication skills
Strategic
Strategic Sustainability Planning
Metrics Development
Humans connection to the environment
The ethic of environmental stewardship
Social impacts
Global perspective
Meaning of Sustainability
Energy & material flows on campus
Basics of Sustainability Issues
Basics of Sustainability Concepts
Environmental footprint
Resources that exist (on and off campus)
Success Stories

15. A Starter List of Key Skills, Values and Knowledge Areas
Tactical
Basic conservation skills
Green Purchasing
Life Cycle Analysis
Collaboration & cross-functional communication skills
Strategic
Strategic Sustainability Planning
Metrics Development
Humans connection to the environment
The ethic of environmental stewardship
Social impacts
Global perspective
Meaning of Sustainability
Energy & material flows on campus
Basics of Sustainability Issues
Basics of Sustainability Concepts
Environmental footprint
Resources that exist (on and off campus)
Success Stories

16. A Starter List of Key Skills, Values and Knowledge Areas
Tactical
Basic conservation skills
Green Purchasing
Life Cycle Analysis
Collaboration & cross-functional communication skills
Strategic
Strategic Sustainability Planning
Metrics Development
Humans connection to the environment
The ethic of environmental stewardship
Social impacts
Global perspective
Meaning of Sustainability
Energy & material flows on campus
Basics of Sustainability Issues
Basics of Sustainability Concepts
Environmental footprint
Resources
Success Stories

17. HR & Sustainability
What Penn State is doing to apply these competencies:
March 3, Goal: 400 attendees
Penn State Leading the Green Challenge Conference
Technical Knowledge
Skill Development
On-Going Professional Development
Sustainability Leadership Training Series
New Employee Orientation
Performance Review
Staff Review & Development Plan
Job Descriptions
Leadership Development
Training & Professional Development
Talent Management
Workforce Engagement
Collaboration & Teamwork

18. The focus for these programs is to support existing leaders
Green Team Network consists of teams in these areas:
College of Education
Student Health Center
Central IT
Methodology Lab
Outreach
Penn Stater Conference Center
Dining Services
University Libraries
Campuses: Erie, Altoona, Berks, Harrisburg, Mont Alto

19. The Penn State Green Team Network
Campus Sustainability Office Provides Green Teams. . .
Best Practices
Training
Communications and Convening Support
Tools & Resources
Links to OPP Subject Area Experts
Metrics and Tracking
Some administrative support
Seed grants/revolving fund (in the future)

20. Status of Penn State Green Teams and Their Share of Two Eco-Indicators
annual kwh
% of total
Annual waste (tons)
# of Green Teams 16
# of members
150
1,730,769
0.6% 75
# of employees in members’ unit
5,000
40,615,385
13%
1700
represents $3 mil

21. Myth 3: Behavior change is necessary because not enough people are “on board”
Actually, there are many people on board. Help them understand the opportunities, prioritize, and get to work.

22. Putting it all Together
Usage
Purchasing
Design G G G G G G G G G
= Green team

23. Three Myths of Behavior Change
Behavior change is about turning off the lights
Behavior change comes from communicating the right message
Behavior change is necessary because not enough people are “on board”

24. Take Aways: Three Truths of Behavior Change
Behavior change is not just about turning off the lights but includes the individuals influence over resource usage as well as purchasing and design decisions.
Behavior change comes from making sustainability a part of the job for which you are accountable and receive on-going training
Behavior change is already happening and often times we just need to remove obstacles, offer support and get out of the way!
Get your HR department involved!