Sustainability has become the defining challenge of the built environment. From net-zero targets to ESG compliance, firms are racing to hire professionals with green skills. Renewable energy specialists, energy modellers, sustainability consultants, and decarbonisation experts are in high demand. This “green skills gold rush” reflects the urgency of climate goals, but it comes with unintended consequences.

The most obvious effect is talent scarcity. The rapid increase in demand for sustainability experts has created a market where supply cannot keep pace. Firms compete fiercely for a small pool of candidates, driving up salaries and creating a bidding war for mid-level and senior talent. Smaller firms, or those less able to pay premiums, are often priced out of critical hires.

Beyond salary inflation, the rush for green skills has amplified inequality within firms. Those with sustainability expertise are rewarded disproportionately, while other essential roles in architecture, engineering, project management, and delivery receive less attention. This imbalance can create tension within teams, with traditional disciplines feeling undervalued or overlooked.

Another consequence is short-term thinking in hiring. Firms often prioritise immediate project needs over strategic development. Sustainability roles are filled reactively to meet deadlines or compliance requirements, rather than as part of a broader, integrated talent strategy. This can result in high turnover, as hires move frequently to chase better opportunities or faster career progression.

The gold rush also exposes gaps in leadership and organisational readiness. Many firms have not invested in developing internal capacity to integrate green expertise. Sustainability specialists are expected to drive change within organisations that lack clear structures, buy-in from senior leadership, or aligned processes. The result is frustration, project delays, and risk of failure despite hiring “the right people.”

Education and training ecosystems struggle to keep pace. Universities and professional development programmes are producing graduates with foundational sustainability knowledge, but the speed of industry demand outstrips the supply of experienced practitioners. Firms sometimes hire candidates with partial skills or rely on consultants, creating inconsistencies in project delivery and quality.

Finally, the gold rush risks reinforcing a transactional mindset. Hiring for green skills becomes a checklist: recruit a modeller, recruit a consultant, recruit a sustainability lead. This approach can overlook culture fit, leadership potential, and long-term retention strategies. Firms may win short-term capability but fail to embed expertise into the organisation, undermining strategic objectives.

The lesson is that the green skills gold rush must be managed carefully. Firms that succeed will combine talent acquisition with internal development, mentorship, and integrated career pathways. They will think beyond immediate project needs and focus on building capability that scales across teams and disciplines.

Sustainability is critical, but hiring alone cannot deliver it. The unintended consequences of the current rush highlight the need for strategic planning, long-term investment in people, and a culture that values interdisciplinary collaboration. Firms that approach green skills thoughtfully will not only attract top talent but also ensure that expertise translates into real-world impact.

Hiring for green skills alone is not enough. Highline helps built-environment firms integrate sustainability expertise strategically, retain talent, and build capability that drives real-world impact.