You are previewing Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth.
O'Reilly logo
Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth

Book Description

HR Professional's guide to creating a strategically sustainable organization

Employees are central to creating sustainable organizations, yet they are left on the sidelines in most sustainability initiatives along with the HR professionals who should be helping to engage and energize them. This book shows business leaders and HR professionals how to: motivate employees to create economic, environmental and social value; facilitate necessary culture, strategic and organizational change; embed sustainability into the employee lifecycle; and strengthen existing capabilities and develop new ones necessary to support the transformation to sustainability.

Talent, Transformation, and the Triple Bottom Line also demonstrates how leading companies are using sustainability to strengthen core HR functions: to win the war for talent, to motivate and empower employees, to increase productivity, and to enliven traditional HR-related efforts such as diversity, health and wellness, community involvement and volunteerism. In combination, these powerful benefits can help drive business growth, performance, and results.

  • The book offers strategies, policies, tools and specific action steps that business leaders and HR professionals can use to get into the sustainability game or enhance their efforts dramatically

  • Andrew Savitz is an expert in sustainability and has worked extensively with many organizations on sustainability strategy and implementation; he and Karl Weber wrote The Triple Bottom Line, one of the most successful books in the field

  • Published in partnership with SHRM and with the cooperation of the World Business Council for Sustainable Development

  • Forward by Edward Lawler III

This book fills a gaping hole in both the HR and sustainability literature by educating HR professionals about sustainability, sustainability professionals about HR, and business leaders about how to marry the two to accelerate progress on both fronts.

Table of Contents

  1. COVER
  2. TITLE PAGE
  3. COPYRIGHT PAGE
  4. DEDICATION
  5. ABOUT THE AUTHORS
  6. FOREWORD
  7. PREFACE
  8. PART ONE: TRANSFORMATION, TALENT, AND HUMAN RESOURCES
    1. CHAPTER 1 TRANSFORMING GE
      1. Ecomagination: Why GE Is Turning Green
      2. People Movers: How HR Is Leading the Way Forward
      3. Healthymagination: Improving Health Care for GE Employees and Society
      4. Eight Lessons for Business Leaders, Sustainability Professionals, and HR
      5. The New Winning Strategy: Leveraging HR for Sustainable Growth
    2. CHAPTER 2 SUSTAINABILITY
      1. Sustainability Milestones: The Brundtland Commission and the Dow Jones Sustainability Index
      2. The Age of Sustainability: Trends and Realities
      3. The Triple Bottom Line: How to Define and Measure Sustainable Growth
      4. The Sweet Spot: How to Develop Sustainable Business Strategies
      5. Sustainability and Profitability: How to Grow Your Sweet Spots
      6. Transformation: The Business Benefits of Sustainability
      7. Revving Up: Where HR Meets Sustainability
  9. PART TWO: FROM TRADITIONAL HR TO SUSTAINABLE HR
    1. CHAPTER 3 EMBEDDING SUSTAINABILITY IN THE WORKFORCE LIFE CYCLE
      1. Building Sustainability into Core HR Processes
    2. CHAPTER 4 EMPLOYEE SELECTION AND SUSTAINABILITY
      1. Johnson & Johnson: When HR Fails the Sustainability Test
      2. Recruitment: Winning the Global War for Talent
      3. Hiring the Workforce of Tomorrow
      4. The Value of Values Alignment
    3. CHAPTER 5 CAREER DEVELOPMENT AND SUSTAINABILITY
      1. Onboarding and Sustainability
      2. Training for Sustainability
      3. Developing Tomorrow’s Leaders
      4. Evolving Employee Assistance
      5. Compensation and Incentives for Sustainability Performance
      6. Nonfinancial Incentives for Sustainability Performance
      7. Retention and Sustainability
      8. Compliance, Discipline, and Sustainability
    4. CHAPTER 6 WORKFORCE MANAGEMENT AND SUSTAINABILITY
      1. Performance Appraisal: Evaluating and Rewarding Sustainability Performance
      2. Workforce Planning: Meeting Your Future Needs
      3. Labor Pool Analysis: Understanding a Changing Workforce
      4. Termination and Sustainability
      5. Sustainable Retirement and Postretirement
    5. CHAPTER 7 HR DELIVERABLES AND SUSTAINABILITY
      1. The Care and Feeding of Employees
      2. How Sustainability Is Expanding HR’s Responsibilities
      3. Wages and Benefits Policies: The Return on Investing in Employees
      4. Employee Wellness Programs and Sustainability
      5. Creating Better Working Conditions
  10. PART THREE: ORGANIZATIONAL DEVELOPMENT AND CHANGE: HR’S ROLE IN BUILDING SUSTAINABLE COMPANIES
    1. CHAPTER 8 SUSTAINABILITY AND ORGANIZATIONAL CAPACITY
      1. Organizational Capabilities: Levers for Sustainable Success
      2. Innovation
      3. Collaboration
      4. Long-Term Orientation
      5. Outward Focus
      6. Interdependent Thinking
      7. Learning
      8. Adaptability
    2. CHAPTER 9 SUSTAINABILITY AND CULTURE CHANGE
      1. The Three Levels of Organizational Culture
      2. Why Traditional Corporate Cultures May Resist Sustainability
      3. When Culture Sabotages Sustainability: Why BP Cannot Operate Safely
      4. When Culture Advances Sustainability: How AEP Created a Zero-Harm Culture
      5. Lessons on Culture Change from BP and AEP
      6. Evaluating Your Organization’s Culture
    3. CHAPTER 10 HOW TO GET WHERE YOU WANT TO GO
      1. Why Change Occurs: Danger and Opportunity
      2. Three Dimensions of Sustainable Change
      3. Ad Hoc Change
      4. Systematic Change
      5. Sustainability and the Classic Change System
      6. Top-Down Change Versus Bottom-Up Change
      7. Appealing to Hearts
      8. Talking About Change
      9. Jump-Starting Sustainable Change
  11. PART FOUR: SUSTAINABILITY AND EMPLOYEE ENGAGEMENT
    1. CHAPTER 11 HOW SUSTAINABILITY AND ENGAGEMENT CAN TRANSFORM YOUR BUSINESS
      1. The Link Between Sustainability, Engagement, and Profit
      2. How “Acme Corporation” Leveraged Sustainability for Greater Profitability
      3. The Golden Triangle: Seeing the Entire Business Case for Sustainability
      4. How Starbucks Creates Value from Values
      5. Measuring the Impact of Sustainability on Employee Engagement
      6. How HR and Sustainability Professionals Can Work Together
      7. Getting Started with Sustainability and Employee Engagement Programs
      8. Strategic Volunteerism as a Starting Point
      9. Employee Engagement, Sustainability, and Transformation
  12. ACKNOWLEDGMENTS AND THANKS
  13. INDEX