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The challenge of integrating sustainability into talent and organization strategies: investing in the knowledge, skills and attitudes to achieve high performance

Peter Lacy (Accenture, London, UK)
James Arnott (Accenture, Kelvin, South Africa)
Eric Lowitt (Accenture, Boston, MA, USA)

Corporate Governance

ISSN: 1472-0701

Article publication date: 8 August 2009

Abstract

Purpose

This paper aims to address the importance of a framework for developing employees' sustainability knowledge, skills, and behaviors.

Design/methodology/approach

The paper draws on in‐depth interviews with executives from five Fortune 1000 companies that are viewed as market leaders in addressing sustainability.

Findings

This paper provides a series of initiatives to equip their employees' talent – from top executives to employees throughout the organization – with the much needed, but often sorely lacking knowledge, skills and attitudes to spearhead efforts to attend to sustainability both today and tomorrow.

Practical implications

The usefulness of demonstrating a company's suite of ongoing initiatives to address sustainability to potential employees during the recruiting process is highlighted by each company.

Originality/value

The framework covered by this paper can help companies enhance their talent management skills.

Keywords

Citation

Lacy, P., Arnott, J. and Lowitt, E. (2009), "The challenge of integrating sustainability into talent and organization strategies: investing in the knowledge, skills and attitudes to achieve high performance", Corporate Governance, Vol. 9 No. 4, pp. 484-494. https://doi.org/10.1108/14720700910985025

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited