Deloitte and Workplace Intelligence Report that Most CEOs are Under Pressure to Promote Human Sustainability

Deloitte, in partnership with Workplace Intelligence, released a report on the critical role of leaders in advancing human sustainability. Based on a survey of 3,150 employees, managers, and executives across the U.S., U.K., Canada, and Australia, the report reveals that a significant majority of C-suite executives, including nearly 80% of CEOs, are experiencing pressure from various stakeholders to commit publicly to enhancing human sustainability.

The survey indicates a shift in mindset from extracting value from employees to fostering their well-being and development, driven by increasing stakeholder demands and declining worker health. Leaders are largely welcoming this pressure: 88% of executives expressed a desire for their compensation to be linked to human sustainability metrics, and 71% believe leadership should change if these goals are not being met. Additionally, around three-quarters of executives agree that human sustainability is an enterprise risk that should be monitored and discussed at the board level.

Sue Cantrell, Vice President of Products and Workforce Strategies at Deloitte Consulting, defines human sustainability as the extent to which an organization creates value for people as individuals, enhancing their health, well-being, skills, employability, and providing opportunities for advancement, equity, belonging, and connection to purpose.

The report highlights the long-term benefits of prioritizing worker well-being. A related meQ survey found that when employers focus on employee hope and well-being, workers are less likely to experience burnout, anxiety, and depression, and are less prone to quiet quitting. Cantrell advises that leaders must understand the realities of their workforce to advance human sustainability effectively. The survey reveals a disconnect: 82% of executives believe their companies are making progress in this area, but only 56% of workers agree.

Executives generally believe that their companies positively impact employee well-being, skills development, career advancement, inclusion, and purpose, but fewer than 60% of workers share this view. While 70% of executives think that employee well-being improved last year, only about one-third of workers report improvements in their physical, mental, financial, and social well-being.

Dan Schawbel, Managing Partner at Workplace Intelligence, points out that while leaders are willing to take ownership of human sustainability, many do not realize their employees are facing suboptimal work conditions. He believes the survey’s findings should prompt leaders to take action to create greater value for all stakeholders.

Most workers believe that a stronger commitment to human sustainability would enhance their work experience, engagement, job satisfaction, productivity, and trust in leadership. However, 81% of executives admit their organizations are not doing enough to make public commitments about human sustainability, often due to trivial achievable goals. Notably, 88% of executives want their compensation tied to human sustainability metrics, with 47% preferring at least 75% of their pay linked to these measures. Additionally, 61% of C-suite executives would accept a pay cut to work for a company prioritizing human sustainability.

To bridge the gap between leadership and workforce perceptions, Cantrell suggests using metrics focused on human outcomes, making public commitments to these metrics, and aligning compensation with these outcomes. This approach, she argues, can attract new talent, appeal to customers, and increase profitability while improving employee well-being, skills development, career advancement, inclusion, belonging, and purpose.

Renée Zavislak, a burnout expert and licensed therapist, notes that companies are starting to recognize the need to address employee well-being proactively. She warns that burnout costs employers significantly in lost productivity and that companies need to implement preventive measures to avoid burnout and retain top performers.

Paul Silverglate, U.S. Executive Accelerators Leader and Vice Chair of Deloitte’s U.S. Technology Sector emphasizes the potential benefits of human sustainability for both businesses and individuals. He urges the C-suite to prioritize human sustainability at the highest levels to make organizations more rewarding and productive.

Jen Fisher, retired Managing Director at Deloitte U.S., adds that organizations must move away from a mindset of extracting value from people and embrace human sustainability to support the collective well-being of individuals, organizations, and society.

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