Whirlpool Corporation

Whirlpool Corporation is a renowned global manufacturer and marketer of electronics appliances. Its product portfolio primarily consists of laundry appliances, refrigeration systems, nourishments appliances, juicers & mixers, and dishwashers. The company markets and distributes its products under different names like Whirlpool, Kitchen Aid, and Jenn-Air. In addition to general customers, the company also sells its products to other business manufacturers, under its emblem title in North USA (Goldsmith & Carter, 2010).

Factors affecting Whirlpool’s talent needs

In order to successfully tackle the competition it is imperative for the business to concentrate on its growth trajectories, size and scale of future business development (Kapferer, 1997). To meet the augmented business demand owning to enormous growth in the business, the company needs to grow itself by adopting innovative technologies and hiring talented workforce. But because of cut-throat competition, Whirlpool is finding it difficult to find and attract the right talent (Goldsmith & Carter, 2010).

Global talent requirements at Whirlpool

Perhaps the biggest challenge for Whirlpool is to stay ahead in the demand curve. Owning to favorable market conditions, Whirlpool is enjoying double revenues for the last six years, but with growing global competition there is huge pressure on the company to increase execution expectations (Goldsmith & Carter, 2010).

Owning to aging population and shortage of manpower Whirlpool is suffering from unavailability of competitive workforce, and the company is need for the right kind of technology to attract the best talent from around the world. The initiatives started by Whirlpool’s in the field of human capital management are trying to tackle these challenges by using a combination of technology and innovation. The company needs to strategically use innovation to drive breakthrough results from all segment of its business.

Whirlpool’s global workforce actively contributes to innovation related activities that drives ideas for new products and services, and help in delivering enhances value to its customers (Goldsmith & Carter, 2010). The company is using the right mix of innovative processes and technologies to build a global brand that can attract the top notch talent from around the world, because it is this very talented workforce which will be instrumental in driving the business and Whirlpool is finding, attracting, and retaining the best available talent. Also, employees loves Whirlpool’s innovative, exciting, and rewarding working environment (Denison, 2001).

Whirlpool Leadership Model

With the use of expertise and discovery, Whirlpool Corporation is adept to appeal the peak gifts they require to rendezvous the dispute of residing before the demand curve. The company’s achievement can be assessed in how very fast they attract and enlist gifts, an expanded occurrence on school campuses to get that demographic stimulated about an appliance business, and expanded concern in their authority development program.

They’ve glimpsed submissions to the vocation website for Leadership Development Programs triple over the past two years. Leadership Model was exclusively created for Whirlpool. This was based on the past and present position of the company and where the company was forecasted to be in future (Kapferer, 1997). The Model proposed a perfect assessment tool for all leaders at Whirlpool.

The Leadership Model turned out to be a baseline for bringing out leadership qualities from the employees at Whirlpool. The four competencies namely, Though Leadership, Extraordinary Results, Driver of Change and Attracting, Engaging and Developing Talent were the premise of the Model under which people assessed were almost always successful (Goldsmith & Carter, 2010). Whirlpool Metrics

By now, most HR professionals have gotten a handle on rudimentary HR metrics, for example how long it takes to charter persons and how much it charges to convey them on board. Now, HR managers are discovering the stimulating opportunity of how their workforce, and each partition or group of workers, assists to their organization’s economic goals. They are graduating from HR department metrics to organization wide human capital metrics (Denison, 2001).

Whirlpool Corporation’s quality of hire metric employed for talent management was a tool to gauge the efficacy of various sources especially the assessment capabilities and MAP (Master Assessor Program). The results of this quality of talent will be taken to make the final decision regarding the hiring and not hiring of an individual. This hire metric proved to give positive results indicated that MAP process had a considerably good impact on the quality of people hired (Goldsmith & Carter, 2010).

Future Consideration at Whirlpool

Whirlpool, with the success of master assessor program, decides to develop a MAP Level II training program. This will help in employees to learn their core competencies and develop new skills in order to perform more productively. This level is more responsive to leadership competencies and top talent indicators. This will help in acquiring internal and external assessment. Whirlpool has turned out be an intriguing name for people that are employed and also those looking for a job and this pertain to overall authority in business. HR managers in associations work on this responsibility and execute unbelievably well at organization’s transformation. The future is all set for Whirlpool to develop leadership talents through the MAP Level II assessor (Goldsmith & Carter, 2010).

References
Denison, D. R. (2001), “Managing organizational change in transition economies.” Routledge Psychology Press, Referenced on March 07, 2011 Goldsmith, M., & Carter, L. (2010), “Best practices in talent management: How the world’s Leading corporations manage, develop, and retain top talent.” San Francisco: Pfeiffer, Referenced on March 07, 2011 Kapferer, J.-N. (1997), “Strategic Brand Management: Creating and Sustaining Brand Equity Long Term.” Kogan Page, Referenced on March 07, 2011