Talent, Transformation, and the Triple Bottom Line
By Andrew Savitz with Karl Weber
List price: $37.95
Purchase from the SHRMStore
Sustainability is about how businesses can “turn environmental and social challenges … into business opportunities,” and it’s a hot topic. Increasingly, companies are hiring sustainability specialists and setting up sustainability departments. What is missing is a key role for a department that is crucial for real transformation—the HR department. In Talent, Transformation, and the Triple Bottom Line, Andrew Savitz and Karl Weber provide examples, ideas and plans HR professionals can use to make sustainability a reality. They also answer questions such as the following:
- What is sustainability? Learn the current business meanings of sustainability and its environmental, social and economic aspects. The authors’ “triple bottom line” measures a company’s environmental and social impact as well as its economic performance. The book defines what sustainability means for business, outlines trends in sustainability and recommends ways to develop sustainable business strategies.
- How does an organization make sustainability part of its workforce life cycle? If sustainability is viewed as a separate, feel-good activity—just a way to boost corporate image—then the workforce won’t take it seriously. Linking sustainability strategy to employee behavior is critical if environmental and social aspects are to become ingrained in workers’ daily actions. Sustainability can be part of all aspects of workforce management, including recruitment, diversity, career development, training, and compensation and incentives. Readers get advice on creating incentives that reward employees for helping meet corporate sustainability goals.
- What role does workforce management play in bolstering sustainability? HR’s position as keeper of performance management processes and other workforce management processes gives it a strong strategic part to play. The book describes how performance appraisals can link employee goals to larger sustainability goals and how appraisals can evaluate and reward employees based on sustainability performance. Readers also learn about what today’s workforce expects from corporate sustainability and how some organizations have created career paths focused on sustainability.
- How does sustainability affect HR areas such as health programs, labor relations, diversity, employee engagement and more? The book examines how sustainability expands HR’s responsibilities; looks at tools and techniques now available to help HR approach its traditional goals with sustainability in mind; and shows how wellness programs, working conditions (such as flexible work arrangements) and workspace fit into sustainability.
- What is HR’s role in the larger picture of building a sustainable company? HR can learn lessons from other companies’ experiences in changing corporate culture and in changing employees’ beliefs. A section on “how to get where you want to go” uses examples to show how HR can take specific actions to make sustainability a real, concrete part of the organization.
Moral Intelligence 2.0
By Doug Lennick and Fred Kiel
Prentice Hall, 2011
List price: $25.99
Purchase from the SHRMStore
A prominent telecommunications firm. A software provider. A utility company. A cable television provider. What did these firms all have in common?
Each of them saw leaders retired, gone or charged after a variety of problems such as inflated stock prices, overstated earnings, accounting problems and conspiracy. Firms don’t have to be troubled financial giants like Bear Stearns or Goldman Sachs to have serious issues with morality at their core, according to authors Doug Lennick and Fred Kiel.
In Moral Intelligence 2.0, Lennick and Kiel urge company leaders to learn from others’ mistakes and build greater “moral intelligence” in firms, strengthening four elements—integrity, responsibility, compassion and forgiveness—as a bulwark against the kind of problems that devastated these businesses.
The book covers three areas:
- What is moral intelligence?
- How can people develop moral skills and use them in business to make decisions?
- What does moral leadership look like, and how can company leaders strengthen and demonstrate moral skills?
The authors cover how people develop an individual moral sense and how varied cultures tend to come to the same basic conclusions about what is moral and right. They look at how the brain chooses between competing drives to behave in different ways and how humans, they say, “are biologically wired to be moral.”
A chapter on the idea of an individual moral compass guides readers in examining their personal values, life goals and the behaviors that make values, beliefs and goals daily realities.
The section on developing moral skills uses examples from interviews with business leaders, who talk about the real-world application of Lennick and Kiel’s principles for moral leadership—responsibility, integrity, compassion and forgiveness. Readers get examples of how businesspeople have honored confidences, admitted mistakes and failures, and let the past go.
The book helps readers learn techniques for making moral decisions. Exercises teach how to recognize a situation’s problems, reflect on how to interpret the situation, reframe the problem, and respond with a decision that is consistent with moral values and goals. Self-awareness and recognition of one’s own biases can be learned, and leaders particularly need this awareness, the authors say. A section on “the moral leader” advises top managers about how to use the spotlight and the power they already possess to take true moral leadership of their companies. Leaders of large organizations get special attention and advice, as do entrepreneurs in small organizations.