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Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth

Hardcover

CAD $45.95

Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth

Andrew Savitz, Karl Weber (With), Edward E. Lawler III (Foreword by)

ISBN: 978-1-118-14097-0 February 2013 Jossey-Bass 416 Pages

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Description

TO MEET THE ENVIRONMENTAL, social, and economic challenges facing us, organizations must become more sustainable. Employees play a central role in that transformation, yet they are vastly underutilized in most company's sustainability initiatives, as are the HR departments and professionals who should be helping to engage them.

Talent, Transformation, and the Triple Bottom Line shows leaders how they can leverage human resources and sustainability to improve business performance. It provides insights and guidance along with strategies, tactics, and tools that business leaders, sustainability specialists, and HR professionals can use to:

  • change the organization's culture so that it supports sustainability and drives core business objectives and success
  • increase employee engagement though shared values
  • measure and enhance the business impact of sustainability, including the value generated by a more engaged workforce
  • create organizational capabilities to meet the environmental, social, and economic challenges of today and tomorrow
  • embed sustainability into the organization's workforce lifecycle processes
  • leverage sustainability to help achieve traditional HR objectives like diversity, health care cost containment, and a more productive workforce

Author Andrew Savitz shows how forward-thinking companies of every size and in every industry are using the unique capabilities of human resources to improve their financial, social, and environmental performance. Talent, Transformation, and the Triple Bottom Line is an essential roadmap for HR, sustainability professionals, and business people who seek to lead their organizations into the future.

About the Authors xi

Foreword by Edward E. Lawler iii xiii

Preface xvii

Part One: Transformation, Talent, and Human Resources 1

1 Transforming GE: Building a Sustainable Corporation from the People Up 3

Ecomagination: Why GE is Turning Green 8

People Movers: How HR is Leading the Way Forward 12

Healthymagination: Improving Health Care for GE Employees and for Society 14

Eight Lessons for Business Leaders, Sustainability Professionals, and HR 20

The New Winning Strategy: Leveraging HR for Sustainable Growth 26

2 Sustainability: The Global Challenge, the Business Opportunity, and the People Factor 29

Sustainability Milestones: The Brundtland Commission and the Dow Jones Sustainability Index 30

The Age of Sustainability: Trends and Realities 33

The Triple Bottom Line: How to Define and Measure Sustainable Growth 40

The Sweet Spot: How to Develop Sustainable Business Strategies 46

Sustainability and Profitability: How to Grow Your Sweet Spots 50

Transformation: The Business Benefits of Sustainability 54

Revving Up: Where HR Meets Sustainability 61

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 64

Part Two: From Traditional HR to Sustainable HR 67

3 Embedding Sustainability in the Workforce Life Cycle 69

Building Sustainability into Core HR Processes 72

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 80

4 Employee Selection and Sustainability 83

Johnson & Johnson: When HR Fails the Sustainability Test 84

Recruitment: Winning the Global War for Talent 87

Hiring the Workforce of Tomorrow 92

The Value of Values Alignment 94

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 105

5 Career Development and Sustainability 107

Onboarding and Sustainability 107

Training for Sustainability 108

Developing Tomorrow’s Leaders 111

Evolving Employee Assistance 117

Compensation and Incentives for Sustainability Performance 120

Nonfinancial Incentives for Sustainability Performance 122

Retention and Sustainability 125

Compliance, Discipline, and Sustainability 127

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 129

6 Workforce Management and Sustainability 131

Performance Appraisal: Evaluating and Rewarding Sustainability Performance 132

Workforce Planning: Meeting Your Future Needs 142

Labor Pool Analysis: Understanding a Changing Workforce 149

Termination and Sustainability 158

Sustainable Retirement and Postretirement 161

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 168

7 HR Deliverables and Sustainability 171

The Care and Feeding of Employees 173

How Sustainability is Expanding HR’s Responsibilities 176

Wages and Benefits Policies: The Return on Investing in Employees 185

Employee Wellness Programs and Sustainability 190

Creating Better Working Conditions 193

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 200

Part Three: Organizational Development and Change: HR’s Role in Building Sustainable Companies 201

8 Sustainability and Organizational Capacity 203

Organizational Capabilities: Levers for Sustainable Success 204

Innovation 206

Collaboration 212

Long-Term Orientation 218

Outward Focus 224

Interdependent Thinking 231

Learning 234

Adaptability 240

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 242

9 Sustainability and Culture Change 243

The Three Levels of Organizational Culture 244

Why Traditional Corporate Cultures May Resist Sustainability 248

When Culture Sabotages Sustainability: Why BP Cannot Operate Safely 254

When Culture Advances Sustainability: How AEP Created a Zero-Harm Culture 262

Lessons on Culture Change from BP and AEP 271

Evaluating Your Organization’s Culture 273

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 274

10 How to Get Where You Want to Go: Sustainability and Organizational Change 277

Why Change Occurs: Danger and Opportunity 279

Three Dimensions of Sustainable Change 283

Ad Hoc Change 286

Systematic Change 288

Sustainability and the Classic Change System 292

Top-Down Change Versus Bottom-Up Change 297

Appealing to Hearts 301

Talking About Change 303

Jump-Starting Sustainable Change 306

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 313

Part Four: Sustainability and Employee Engagement 315

11 How Sustainability and Engagement Can Transform Your Business 317

The Link Between Sustainability, Engagement, and Profit 320

How “Acme Corporation” Leveraged Sustainability for Greater Profitability 322

The Golden Triangle: Seeing the Entire Business Case for Sustainability 327

How Starbucks Creates Value from Values 331

Measuring the Impact of Sustainability on Employee Engagement 334

How HR and Sustainability Professionals Can Work Together 337

Getting Started with Sustainability and Employee Engagement Programs 337

Strategic Volunteerism as a Starting Point 344

Employee Engagement, Sustainability, and Transformation 349

Questions for Business Leaders, Sustainability Specialists, and HR Professionals 351

Notes 353

Acknowledgments and Thanks 369

Index 377