Interface Inc. CEO (and sustainable business convert) Ray Anderson loves preaching to the choir, but his employees sure don’t seem to mind. In this SLM Interview, Joyce LaValle, head of marketing for InterfaceFLOR, explains how she helps build an internal culture of sustainability (hint: there’s a copy of Anderson’s book on every desk).

SLM: At Interface you've handled both internal and external communications. How do you speak to your employees about the company's sustainability efforts compared to the way you tailor that message for customers?

Joyce: The main difference is that each Interface associate has a role to play in sustainability. We speak to them in terms of their personal role and help them understand enough about sustainability to see how that contribution fits in with the larger vision.

SLM: The emphasis on individuals making a difference reminds me a bit of Wal-Mart's Personal Sustainability Program, which encourages employees to look for ways to green their personal environments. Does Interface take the same tack, or is the focus more on encouraging workers to view their sustainability efforts in a larger context?

Joyce: It's the latter. We aren't so concerned about making sustainability "real" for our employees. We've been active in sustainability for a very long time, so it's safe to say that most of the people who work here were attracted by that commitment. Interface's vision of creating a sustainable enterprise by 2020 is already a very engaging concept for them, and they feel great pride in working here.

SLM: That must help a lot with recruiting new talent.

Joyce: There's no question, particularly in the last five years. We've got MBAs coming in for job interviews with Ray Anderson's book tucked under their arms. No one wakes up in the morning saying "I want to work for a carpet company." But that's not what it's about for them. We actually have more people applying for jobs here than we have positions to fill.

SLM: Not many companies have a Ray Anderson out there championing their long-standing commitment to sustainability. How can companies just beginning their sustainability journey reach out to top young talent?

Joyce: Of course we're very lucky that we have the vision coming from the top. I'd say the key for companies just starting out is to really make an effort to understand and seek to reflect the values that drive young people today. Generally speaking, they are looking for their lives to mean something, and that has to translate somehow into the work that they do each day.

SLM: So, for example, a job listing might emphasize how the position helps further a company's goals and vision rather than focusing exclusively on daily responsibilities.

Joyce: I think that's a good strategy. It's my belief that most companies today act responsibly and try to do good work. Many just don't know how to turn the conversation in a way that broadens their attraction to prospective employees.

SLM: Are there any mistakes you see companies making in terms of employee attraction and retention?

Joyce: Sustainability is not an easy subject for a lot of people to understand, and they need to think about it in a holistic way. Companies that assign sustainability functions to a separate office or department aren't, in my opinion, as compelling. It just doesn't feel as serious when sustainability is in a job title. At Interface, sustainability is everyone's responsibility and everyone is accountable. Sustainability is everyone's job.

SLM: Once you get promising new hires through the door, you've got to keep them interested and inspired. What are some of the employee engagement strategies in play at Interface?

Joyce: The first is education. Every new employee is given Ray Anderson's book (if they don't have it already!). They also go through a rigorous learning program focusing on Interface's sustainability philosophy and approach.

Secondly, Interface employees are managed according to their strengths. New hires receive a copy of Discover Your Strengths, which includes an assessment tool that highlights their individual aptitudes. We believe employees who are allowed to work to their strengths tend to be the happiest and most engaged - and frequently contribute the most innovative ideas. Manufacturing floor, R&D, financial...wherever the innovation occurs, it's a person that helps us along the journey.

So, we've got a workforce that not only understands how they fit into the company's sustainability goals but also sees their personal strengths being put to work in the service of "Mission Zero" - our corporate commitment to have no net environmental effect by 2020. That's how we maintain a strong sense of common purpose at Interface.

SLM: Does Ray Anderson give a lot of pep talks? He's such a recognizable figure outside the company, I imagine him dropping in on all your meetings.

Joyce: I'm smiling as you say that! Ray Anderson is at every major meeting, and I don't think there's anything that gives him quite as much joy as giving those pep talks. He's a source of constant inspiration.

For Joyce’s strategies for attracting and retaining top talent, click here.