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<p>About the Authors xi</p> <p>Foreword by <i>Edward E. Lawler iii </i>xiii</p> <p>Preface xvii</p> <p><b>Part One: Transformation, Talent, and Human Resources 1</b></p> <p><b>1 Transforming GE: Building a Sustainable Corporation from the People Up 3</b></p> <p>Ecomagination: Why GE is Turning Green 8</p> <p>People Movers: How HR is Leading the Way Forward 12</p> <p>Healthymagination: Improving Health Care for GE Employees and for Society 14</p> <p>Eight Lessons for Business Leaders, Sustainability Professionals, and HR 20</p> <p>The New Winning Strategy: Leveraging HR for Sustainable Growth 26</p> <p><b>2 Sustainability: The Global Challenge, the Business Opportunity, and the People Factor 29</b></p> <p>Sustainability Milestones: The Brundtland Commission and the Dow Jones Sustainability Index 30</p> <p>The Age of Sustainability: Trends and Realities 33</p> <p>The Triple Bottom Line: How to Define and Measure Sustainable Growth 40</p> <p>The Sweet Spot: How to Develop Sustainable Business Strategies 46</p> <p>Sustainability and Profitability: How to Grow Your Sweet Spots 50</p> <p>Transformation: The Business Benefits of Sustainability 54</p> <p>Revving Up: Where HR Meets Sustainability 61</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 64</p> <p><b>Part Two: From Traditional HR to Sustainable HR 67</b></p> <p><b>3 Embedding Sustainability in the Workforce Life Cycle 69</b></p> <p>Building Sustainability into Core HR Processes 72</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 80</p> <p><b>4 Employee Selection and Sustainability 83</b></p> <p>Johnson & Johnson: When HR Fails the Sustainability Test 84</p> <p>Recruitment: Winning the Global War for Talent 87</p> <p>Hiring the Workforce of Tomorrow 92</p> <p>The Value of Values Alignment 94</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 105</p> <p><b>5 Career Development and Sustainability 107</b></p> <p>Onboarding and Sustainability 107</p> <p>Training for Sustainability 108</p> <p>Developing Tomorrow’s Leaders 111</p> <p>Evolving Employee Assistance 117</p> <p>Compensation and Incentives for Sustainability Performance 120</p> <p>Nonfinancial Incentives for Sustainability Performance 122</p> <p>Retention and Sustainability 125</p> <p>Compliance, Discipline, and Sustainability 127</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 129</p> <p><b>6 Workforce Management and Sustainability 131</b></p> <p>Performance Appraisal: Evaluating and Rewarding Sustainability Performance 132</p> <p>Workforce Planning: Meeting Your Future Needs 142</p> <p>Labor Pool Analysis: Understanding a Changing Workforce 149</p> <p>Termination and Sustainability 158</p> <p>Sustainable Retirement and Postretirement 161</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 168</p> <p><b>7 HR Deliverables and Sustainability 171</b></p> <p>The Care and Feeding of Employees 173</p> <p>How Sustainability is Expanding HR’s Responsibilities 176</p> <p>Wages and Benefits Policies: The Return on Investing in Employees 185</p> <p>Employee Wellness Programs and Sustainability 190</p> <p>Creating Better Working Conditions 193</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 200</p> <p><b>Part Three: Organizational Development and Change: HR’s Role in Building Sustainable Companies 201</b></p> <p><b>8 Sustainability and Organizational Capacity 203</b></p> <p>Organizational Capabilities: Levers for Sustainable Success 204</p> <p>Innovation 206</p> <p>Collaboration 212</p> <p>Long-Term Orientation 218</p> <p>Outward Focus 224</p> <p>Interdependent Thinking 231</p> <p>Learning 234</p> <p>Adaptability 240</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 242</p> <p><b>9 Sustainability and Culture Change 243</b></p> <p>The Three Levels of Organizational Culture 244</p> <p>Why Traditional Corporate Cultures May Resist Sustainability 248</p> <p>When Culture Sabotages Sustainability: Why BP Cannot Operate Safely 254</p> <p>When Culture Advances Sustainability: How AEP Created a Zero-Harm Culture 262</p> <p>Lessons on Culture Change from BP and AEP 271</p> <p>Evaluating Your Organization’s Culture 273</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 274</p> <p><b>10 How to Get Where You Want to Go: Sustainability and Organizational Change 277</b></p> <p>Why Change Occurs: Danger and Opportunity 279</p> <p>Three Dimensions of Sustainable Change 283</p> <p>Ad Hoc Change 286</p> <p>Systematic Change 288</p> <p>Sustainability and the Classic Change System 292</p> <p>Top-Down Change Versus Bottom-Up Change 297</p> <p>Appealing to Hearts 301</p> <p>Talking About Change 303</p> <p>Jump-Starting Sustainable Change 306</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 313</p> <p><b>Part Four: Sustainability and Employee Engagement 315</b></p> <p><b>11 How Sustainability and Engagement Can Transform Your Business 317</b></p> <p>The Link Between Sustainability, Engagement, and Profit 320</p> <p>How “Acme Corporation” Leveraged Sustainability for Greater Profitability 322</p> <p>The Golden Triangle: Seeing the Entire Business Case for Sustainability 327</p> <p>How Starbucks Creates Value from Values 331</p> <p>Measuring the Impact of Sustainability on Employee Engagement 334</p> <p>How HR and Sustainability Professionals Can Work Together 337</p> <p>Getting Started with Sustainability and Employee Engagement Programs 337</p> <p>Strategic Volunteerism as a Starting Point 344</p> <p>Employee Engagement, Sustainability, and Transformation 349</p> <p>Questions for Business Leaders, Sustainability Specialists, and HR Professionals 351</p> <p>Notes 353</p> <p>Acknowledgments and Thanks 369</p> <p>Index 377</p>

<p><b>Andrew Savitz</b> is a principal of Sustainable Business Strategies and a business advisor with more than thirty years of experience assisting organizations to become more sustainable. He was formerly a lead partner in PricewaterhouseCooper's global sustainability group. With business writer Karl Weber, he authored the bestselling book<i> The Triple Bottom Line.</i> <p>Follow news of sustainability at <b>www.getsustainable.net</b>

<p>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. <p><i>Talent, Transformation, and the Triple Bottom Line</i> 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: <ul> <li>change the organization's culture so that it supports sustainability and drives core business objectives and success</li> <li>increase employee engagement though shared values</li> <li>measure and enhance the business impact of sustainability, including the value generated by a more engaged workforce</li> <li>create organizational capabilities to meet the environmental, social, and economic challenges of today and tomorrow</li> <li>embed sustainability into the organization's workforce lifecycle processes</li> <li>leverage sustainability to help achieve traditional HR objectives like diversity, health care cost containment, and a more productive workforce</li> </ul> <p>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. <i>Talent, Transformation, and the Triple Bottom Line</i> is an essential roadmap for HR, sustainability professionals, and business people who seek to lead their organizations into the future.

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