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

With , Foreword by (University of Southern California, Los Angeles), (Sustainable Business Strategies)
  • Formaat: PDF+DRM
  • Ilmumisaeg: 11-Mar-2013
  • Kirjastus: Jossey-Bass Inc.,U.S.
  • Keel: eng
  • ISBN-13: 9781118225493
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  • Formaat: PDF+DRM
  • Ilmumisaeg: 11-Mar-2013
  • Kirjastus: Jossey-Bass Inc.,U.S.
  • Keel: eng
  • ISBN-13: 9781118225493
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A guide for business leaders and Human Resources professionals outlines specific action steps for motivating employees to create economic, environmental and social value while facilitating necessary strategic and organizational changes and promoting sustainability. By the co-author of The Triple Bottom Line. HR Professionals 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 DevelopmentForward by Edward Lawler IIIThis 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.
About the Authors xi
Foreword xiii
Edward E. Lawler III
Preface xvii
Part One Transformation, Talent, and Human Resources
1(66)
1 Transforming GE: Building a Sustainable Corporation from the People Up
3(26)
Ecomagination: Why GE Is Turning Green
8(4)
People Movers: How HR Is Leading the Way Forward
12(2)
Healthymagination: Improving Health Care for GE Employees and for Society
14(6)
Eight Lessons for Business Leaders, Sustainability Professionals, and HR
20(6)
The New Winning Strategy: Leveraging HR for Sustainable Growth
26(3)
2 Sustainability: The Global Challenge, the Business Opportunity, and the People Factor
29(38)
Sustainability Milestones: The Brundtland Commission and the Dow Jones Sustainability Index
30(3)
The Age of Sustainability: Trends and Realities
33(7)
The Triple Bottom Line: How to Define and Measure Sustainable Growth
40(6)
The Sweet Spot: How to Develop Sustainable Business Strategies
46(4)
Sustainability and Profitability: How to Grow Your Sweet Spots
50(4)
Transformation: The Business Benefits of Sustainability
54(7)
Revving Up: Where HR Meets Sustainability
61(3)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
64(3)
Part Two From Traditional HR to Sustainable HR
67(134)
3 Embedding Sustainability in the Workforce Life Cycle
69(14)
Building Sustainability into Core HR Processes
72(8)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
80(3)
4 Employee Selection and Sustainability
83(24)
Johnson & Johnson: When HR Fails the Sustainability Test
84(3)
Recruitment: Winning the Global War for Talent
87(5)
Hiring the Workforce of Tomorrow
92(2)
The Value of Values Alignment
94(11)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
105(2)
5 Career Development and Sustainability
107(24)
Onboarding and Sustainability
107(1)
Training for Sustainability
108(3)
Developing Tomorrow's Leaders
111(6)
Evolving Employee Assistance
117(3)
Compensation and Incentives for Sustainability Performance
120(2)
Nonfinancial Incentives for Sustainability Performance
122(3)
Retention and Sustainability
125(2)
Compliance, Discipline, and Sustainability
127(2)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
129(2)
6 Workforce Management and Sustainability
131(40)
Performance Appraisal: Evaluating and Rewarding Sustainability Performance
132(10)
Workforce Planning: Meeting Your Future Needs
142(7)
Labor Pool Analysis: Understanding a Changing Workforce
149(9)
Termination and Sustainability
158(3)
Sustainable Retirement and Postretirement
161(7)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
168(3)
7 HR Deliverables and Sustainability
171(30)
The Care and Feeding of Employees
173(3)
How Sustainability Is Expanding HR's Responsibilities
176(9)
Wages and Benefits Policies: The Return on Investing in Employees
185(5)
Employee Wellness Programs and Sustainability
190(3)
Creating Better Working Conditions
193(7)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
200(1)
Part Three Organizational Development and Change: HR's Role in Building Sustainable Companies
201(114)
8 Sustainability and Organizational Capacity
203(40)
Organizational Capabilities: Levers for Sustainable Success
204(2)
Innovation
206(6)
Collaboration
212(6)
Long-Term Orientation
218(6)
Outward Focus
224(7)
Interdependent Thinking
231(3)
Learning
234(6)
Adaptability
240(2)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
242(1)
9 Sustainability and Culture Change
243(34)
The Three Levels of Organizational Culture
244(4)
Why Traditional Corporate Cultures May Resist Sustainability
248(6)
When Culture Sabotages Sustainability: Why BP Cannot Operate Safely
254(8)
When Culture Advances Sustainability How AEP Created a Zero-Harm Culture
262(9)
Lessons on Culture Change from BP and AEP
271(2)
Evaluating Your Organization's Culture
273(1)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
274(3)
10 How to Get Where You Want to Go: Sustainability and Organizational Change
277(38)
Why Change Occurs: Danger and Opportunity
279(4)
Three Dimensions of Sustainable Change
283(3)
Ad Hoc Change
286(2)
Systematic Change
288(4)
Sustainability and the Classic Change System
292(5)
Top-Down Change Versus Bottom-Up Change
297(4)
Appealing to Hearts
301(2)
Talking About Change
303(3)
Jump-Starting Sustainable Change
306(7)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
313(2)
Part Four Sustainability and Employee Engagement
315(38)
11 How Sustainability and Engagement Can Transform Your Business
317(36)
The Link Between Sustainability, Engagement, and Profit
320(2)
How "Acme Corporation" Leveraged Sustainability for Greater Profitability
322(5)
The Golden Triangle: Seeing the Entire Business Case for Sustainability
327(4)
How Starbucks Creates Value from Values
331(3)
Measuring the Impact of Sustainability on Employee Engagement
334(3)
How HR and Sustainability Professionals Can Work Together
337(1)
Getting Started with Sustainability and Employee Engagement Programs
337(7)
Strategic Volunteerism as a Starting Point
344(5)
Employee Engagement, Sustainability, and Transformation
349(2)
Questions for Business Leaders, Sustainability Specialists, and HR Professionals
351(2)
Notes 353(16)
Acknowledgments and Thanks 369(8)
Index 377
Andrew Savitz 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 The Triple Bottom Line.

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