WHIRLPOOL CORPORATION

Whirlpool Corporation

Whirlpool Corporation

Whirlpool Corporation Whirlpool Corporation is the premier constructor and marketer of appliances in the world. Principal goods encompass laundry appliances, refrigerators, preparing nourishment appliances, dishwashers, and mixers and other little house appliances.

Q. Discuss what factors emerged at Whirlpool that impacted its talent needs?

The factors which emerged at Whirlpool that impacted its talent needs were growth, size and scale of the business which was the foremost factor that emerged the need for new skill sets and capabilities for successful competition. In order to do an enormous expansion of business, the consumer demands were augmenting, and it became necessary to meet these demands it was necessary that innovative and technology savvy people were hired to work. However, since the competition level was unmatched, Whirlpool had difficulties finding such talent due to increasing desire by competing companies (Weirick, 2010).

Q. Discuss how expanding globally changed the talent requirements at Whirlpool?

Since, Whirlpool was focused on transforming its functions by focusing on building organizational capabilities, processes, and talent. The global expansion of changed the talent requirements at Whirlpool. Organizations like Whirlpool revolve around interdependency of people, processes, and systems. Whirlpool took unique, innovative actions to use the intersections of these factors as the basis for an organizational transformation. Its experience provides practices that other companies can adapt to build their own world-class organization. The approach involves taking ownership of talent and focusing on employee engagement, innovation, and a "never stop innovating, never stop learning" philosophy.

The Directors reviewed their talent with the leadership using a set of globally standardized tools. The nine-box rating was used which is a three-by-three grid with one axis denoting long-term potential and the other axis denoting current results. It is useful for sorting out those with high performance Vis those with high potential (Schein, 1977).

Q. Discuss how Whirlpool used its Leadership Model to manage its talent?

Whirlpool leadership built up a significant set of capabilities for developing talent; it began establishing a robust set of talent management processes. For example, talent management occurs throughout the year, not just a single day. At the beginning of the cycle, employees and managers agree on performance and development objectives for the year. During the calendar year, managers are required to conduct three feedback sessions (minimum) with employees on progress against objectives.

Additionally, there's a final performance discussion at year-end to determine a performance rating. Twice a year, managers are involved in calibration sessions across the organization to look at performance on an overall basis. There are other key meetings throughout the year to discuss succession planning, specific developmental moves for talent, expat assignments, and diversity. These were not introduced all at once but over a four-year horizon. This was purposeful: Leadership wanted to drive a profound change in its talent culture, but it wanted successive wins and growth each year and couldn't afford to destabilize the culture radically in a single year (Schein, 1977).

In 2006, the goal was to make talent development a major competitive advantage in attracting ...