Not all new green jobs will require advanced degrees.
Industries such as construction and manufacturing—where we estimate 76 percent of the new green jobs will be created—will have a large proportion of entry-level roles that require vocational qualifications. Our research also reveals that the young are eager to receive specialized training or build new and deeper skills. Companies should see this as an opportunity and take three actions.
First, invest in baseline training programs that certify incoming semi-skilled or unskilled workers, and establish on-the-job “upskilling” and specialization pathways for employees. Second, open entry-level employment paths through academic and vocational institution alliances. And third, create exchange and rotation programs between legacy and new business lines.
Discerning and critical, young people are highly sensitive to superficial attempts at “greenwashing.” Conversely, companies that demonstrate a genuine commitment to a green-economy transition will have a strong appeal for young people. Here are two suggestions: First, create new green businesses that are decoupled from legacy businesses, and second, build internal capabilities for sustainability across all business divisions, which could include introducing and tracking new sustainability KPIs.
Today’s sustainability challenges demand fresh, hybrid solutions. Companies need to bring in a mosaic of talent profiles into new types of teams to build these solutions faster. Expertise will be required in unusual combinations such as chemical engineering-plus-innovation and climate science-plus-AI. Simply building this talent pool won’t suffice—the most innovative companies will go one step further by offering them the creative freedom to bring their ideas to life with the latest instruments such as advanced data platforms, analytical tools and new technologies.
Not all new green jobs will require advanced degrees.
Industries such as construction and manufacturing—where we estimate 76 percent of the new green jobs will be created—will have a large proportion of entry-level roles that require vocational qualifications. Our research also reveals that the young are eager to receive specialized training or build new and deeper skills. Companies should see this as an opportunity and take three actions.
First, invest in baseline training programs that certify incoming semi-skilled or unskilled workers, and establish on-the-job “upskilling” and specialization pathways for employees. Second, open entry-level employment paths through academic and vocational institution alliances. And third, create exchange and rotation programs between legacy and new business lines.
