ANNOUNCEMENTS
The corporate industry has attempted to operationalize Sustainable Development within the parameters of corporate sustainability and captured environmental protectionism under the values of human capital development and business-led social responsibility. While the internal thrust is deemed necessary in order to chart a successful course towards assuring the stakeholders of an adequate sustainability performance, the workforce needs to be an active counterpart of this to ensure an overall progress towards sustainability. Employee engagement is one such action-led psychological impetus that acts as a binding agent to streamline the talent and their skills to materialize tangible social impact, beyond mere corporate service-led reporting. The research aims to explore the positioning of education in the industry and the way it impacts the transition to real and long-term skill management in the employees. The results of the study have helped in conceptualizing an Employee-Organization-Development synergy model that explains the circular flow in which the two concepts merge. The operationalization of the concepts is explained by the Perception-Conception Model.
Keywords: Corporate Sustainability, Human Capital Development, Employee Engagement, Education.
