Why we need to think green!

1. INTEGRATED TALENT SOLUTIONS
PRESENTED BY JOSEPH G. CHRISTMAN, MANAGING DIRECTOR

2. CORPORATE SUSTAINABILITY:
DEFINED
 Corporate sustainability is a business approach
that creates long-term shareholder value by
embracing opportunities and managing risks
deriving from economic, environmental and
social developments.

3. TRIPLE BOTTOM LINE:
PEOPLE, PLANET, PROFIT
 Economic sustainability is the ability of an organization to maintain
economic profitability by generating value from its offering of
products and services. Successful organizations find a way to
translate their relative competitive advantages into economic
values that deliver returns to their owners.
 Environmental sustainability is the ability of an organization to
ensure that its long-run economic behavior is not undermining its
own or the broader natural environment. This recognizes that
natural resources have a finite capacity either for exploitation or as
origins for pollutants.
 Social sustainability is the recognition that an organization operates
within a broader social context and relies on it to prosper and
survive. The social dimension of sustainability affects an
organization’s activities at every step of the value chain – from
suppliers’ use of international labor to, employee, customer and
community engagement

4. PHASES OF DEVELOPMENT:
SUSTAINABILITY REALIZATION
Compliance Phase
• Forced
corporate
behavior
• Regulatory
constraint
• Reactive
• Results are
unimportant
and not
monitored
Transition Phase
• Implementation
of policies that
transform into
business results
• Shift from
reactive to
proactive
• Economic
benefits begin to
emerge
Actualization Phase
• Sustainability
becomes core
value
• Economic results
are consistent
and measurable
• Proactive
adherence in
key business
systems
• Behavior is
automatic
Data → Information → Knowledge → Action → Vision
Time

5. SUSTAINABILITY PRACTICE:
“GREENDHR”
 Sustainability, to our clients, carries triple meaning. Spanning all
of our industry consulting practices, sustainability will align the
client company’s financial goals with their social and
environmental goals. This new business paradigm has swiftly
become paramount to current and future leadership needs
within our client’s corporate executive hierarchy.
 DHR International has developed a functional executive search
practice system that will enhance our client’s ability to build a
sustainability leadership organization relevant to their current
level of competency and development with vision and direction
vital to sustainability actualization.
 Our consultants have studied and observed the global
commitment to sustainability and we are organized to work
across the industry practices to conduct meaningful search for
sustainability leaders now and in the future.

6. JOB MODELING:
LEADERSHIP REQUIREMENTS
 Working with our clients and/or any other consulting
organization:
 Conduct appraisals of the client organization
 Assessment of the required position
 Competencies
 Skills
 Experience
 Build the job model
 External Talent Screening or Executive Search
 Source and recruit the desired executive
 Follow up on strategy progress
 Continue talent assessments
 Repeat search cycle when necessary

7. CHIEF SUSTAINABILITY OFFICER:
DAWN OF THE CSO
 Core Competencies to consider as part of the
transformational leadership model:
 Change Management
 Strategic Thinking
 “Green” Business Acumen
 Influencing and Controlling
 Drives Results
 Systemic Thinker
 Commercial Orientation
 Courage and Commitment
 Vision

8. SUSTAINABILITY ORGANIZATION:
BUILDING THE TEAM
 Lead sustainability executives cannot go it alone.
 Strong teams with the right competencies are
required.
 Team competencies shift as an organization moves
through the phases of organizational development
 How these competencies change and the implications
to gather the right talent is where our market
expertise and our professional experience will help
our clients to build out and to make changes required
for success.

9. FROM FUNCTIONAL SPECIALIST TO
STRATEGIC BUSINESS PARTNER
 Sustainability Paradigm - CSO similar to CIO paradigm
 Successful CIO roles went from functional to strategic
over time
 Commercial skills helped companies achieve
economic results
 Technical skills were not observed to be core
competencies to success
 Information Systems are now part of corporate DNA
and essential to organizational survival.

10. DHR INTERNATIONAL
GLOBAL SUSTAINABILITY PRACTICE
 Global Sustainability Practice:
Joe Christman
Executive Vice President & Managing Director
Global Aerospace & Defense Leader
Sustainability Practice
jchristman@dhrinternational.com
412-261-1492 ext. 15 Office
412-414-8777 Mobile