OPINION: The persistent shortage of green skills across the waste, recycling and wider sustainability industries has made senior hiring far more competitive. As the UK increases its commitment to a net zero economy and circular business models, companies are under growing pressure to appoint leaders who can handle regulatory demands, guide change and maintain commercial focus. The skills needed to do this are in short supply and traditional recruitment methods are struggling to meet what organisations now require. Analysis from the UK Green Jobs Observatory has shown demand for green skills outpacing supply by more than 2:1 in several regions.
Senior roles in the sector now call for people who can work across operational, regulatory and commercial demands, rather than relying only on long experience in the field. Boards are looking for individuals who can handle change, make clear decisions and bring others with them. Even so, many organisations still focus on narrow career routes when assessing candidates. With fewer people available for senior posts, it makes sense to look more widely at the backgrounds and strengths that can support leadership in this area.
A broader view of where senior talent can come from is now helping organisations widen their options. Many employers are looking beyond the sector to areas such as logistics, advanced manufacturing and digital services. Candidates from these fields often have experience of operational change, supply chain improvement or working within regulated environments, which can translate well to the needs of waste and resource management. Their perspectives may fall outside the usual career paths, but they can add depth and fresh thinking. The growing use of digital systems across the sector also means that experience in data management and digital change is becoming more relevant.
The way organisations assess leadership capability is shifting, with less weight placed on job titles or time spent in a particular sector and more attention given to how candidates think and act in demanding situations. Many employers are using competency-based interviews and psychometric tools to build a clearer picture of how individuals make decisions, work with others and handle uncertainty in senior roles.
Alongside external hiring, many firms are revisiting how they develop leaders internally. Structured succession planning and targeted development programmes are helping to build stronger internal pipelines. This not only supports retention and culture but also reduces reliance on external recruitment in a competitive market. Internal candidates who understand the business’s goals and values are often well placed to step into senior roles when given the right support. Clear internal pathways are also proving important for retaining specialist expertise as demand for experienced sustainability professionals continues to grow.
Some organisations are also rethinking how senior roles are put together. In several cases, splitting strategic and operational duties has made demanding posts more manageable, and has opened the door to candidates with different strengths. Others have introduced shared leadership arrangements where the scope of the role makes that sensible. These adjustments are helping employers attract people who might not have considered the job in its previous form.
As regulation becomes more exacting and demand for sustainability reporting rises, organisations need senior leaders who can balance commercial performance with environmental and regulatory pressures. Sustainability reporting requirements now mean many firms need to disclose detailed environmental and supply chain data. That change, combined with sustained volumes of waste generation in the UK, places new emphasis on sound decision making and strategic oversight at senior level.
Organisations are also widening their search for senior talent, drawing on candidates from different sectors and, in some cases, from outside the UK. This is becoming more common where employers want experience of large-scale transition work or exposure to more established regulatory regimes. Broader search routes are helping organisations reach people with the mix of experience and judgement needed for senior roles in waste and resource management.
Recent analysis from LinkedIn shows that demand for green skills in the UK has risen sharply. Although this covers the workforce as a whole, it reflects the pressure many organisations now face when recruiting. Approaches that draw on transferable skills, a wider interpretation of leadership experience and greater flexibility within senior roles are already helping organisations respond to these pressures in practical ways. These adjustments do not eliminate the skills gap, but they provide more workable routes to addressing it by opening senior roles to candidates who can learn quickly, work effectively in demanding settings and integrate sustainability into commercial priorities.
How are you rethinking senior hiring in your organisation as these pressures increase?
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