Beyond Engagement... Build Organizational Sustainability.
In recent years, much attention has been paid to Employee Engagement. At The HRC, we see Employee Engagement as a step toward Organizational Sustainability. Yes, there’s more work to be done.

To continually reinvent an organization and become increasingly agile to outstride competitors, the ‘Fountain of Youth’ or Organizational Sustainability necessitates becoming a Learning Organization.1 While we work with clients to further engagement, we also guide steps toward Organizational Sustainability.

Since 1997, Fortune Magazine’s “100 Best Companies to Work For” list have:

  • Been leaders in employee engagement and innovation;
  • As much as 65% less voluntary turnover of their competitors, saving significant organizational costs; AND
  • Comparative, annualized stock market returns of nearly 2X and cumulative stock market returns of nearly 3X the Russell 3000 and S&P500

Only four organizations have made the Fortune Magazine’s 100 Best Companies List every year since its inception. They see organizational sustainability as elusive but, a valuable outcome to achieve.

1 Recommended Reading: The Fifth Discipline – The Art and Practice of the Learning Organization by Peter Senge, Doubleday 1990.
Fortune's 100 best

At The Human Resource Consortium, we believe Organizational Sustainability is the result of effectiveness in broader and balanced organizational functionality.

  • Leaders’ vision and operating principles are informed and validated by all staff and serve as the backbone of working strategy.
  • Accountability and strategy execution excellence is evident at all levels of the organization.
  • Consistently increasing profitability or availability of resources is balanced with organizational investment and increasing customer devotion.
  • Governance, informed by organizational leadership, is clearly defined with decision-making rights at all levels of staff.
  • Employees at all levels have ‘clear lines of sight’ to strategy as well as a culture, resources and work environment that effectively support the strategy.
  • Workflow efficiency and effectiveness and a commitment to continuous improvement delivers increasing customer retention/devotion and market share as well as employee excellence in workflow, communications, innovation, and speed to market.
  • Prudent risk-taking, meaningful innovation investments and recognition and rewards for risk-taking, appreciative conflict and learning are consistently valued.

How do you assess your organization’s potential for a sustainable future?