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Whirlpool Emblem Essay

Words: 904, Paragraphs: 1, Pages: 4

Paper type: Essay

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. Whirlpool markets and circulates appliances under diverse emblem titles for example Whirlpool, Maytag, KitchenAid, and Jenn-Air to retailers, vendors, and builders. Whirlpool Corporation furthermore deals goods to other manufacturers, vendors and retailers for resale under their emblem titles in North America (Goldsmith & Carter, 2010).1.                  Discuss what factors emerged at Whirlpool that impacted its talent needs.The growth, size, scale of the business was the foremost factor that emerged the need for new skill sets and capabilities for successful competition (Kapferer, 1997). Since the business was set to grow enormously, the consumer demands were augmenting and 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 (Goldsmith & Carter, 2010).2.                  Discuss how expanding globally changed the talent requirements at Whirlpool.The greatest talent challenge faced by Whirlpool Corporation is staying ahead of the demand curve. Whirlpool is in the enviable position of doubling revenues over the last six years. It needs to manage both increased execution expectations as well as more and more competition in the global marketplace (Goldsmith & Carter, 2010).With skill shortages and an aging workforce, Whirlpool Corporation must have the right technology in place to attract the best talent from Indiana to India.  In order to meet these challenges, technology and innovation must play a very dramatic role in Whirlpool’s human capital management initiatives.  Whirlpool drives innovation from all over the world and across all segments of its business. Whirlpool employees worldwide contribute to innovation-re­lated activities resulting in new ideas, products, and services that deliver real value to consumers in ways never-before seen in the home appliance indus­try (Goldsmith & Carter, 2010).Whirlpool is using innovative processes and technology to build a world-class employment brand and to find top talent that is a good fit for the company. Talent drives the business and the company is finding, hiring and retaining the best. Employees love working at Whirlpool Corporation because it’s innovative, exciting and rewarding (Denison, 2001).3.                  Discuss how Whirlpool used its Leadership Model to manage its talent.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).4.                  Discuss how Whirlpool used metrics to improve the quality of talent hired.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).5.                  Discuss future consideration at Whirlpool related to managing and sustaining talent.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).ReferencesDenison, D. R. (2001). Managing organizational change in transition economies. Routledge Psychology Press.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.Kapferer, J.-N. (1997). Strategic Brand Management: Creating and Sustaining Brand Equity Long Term. Kogan Page.   

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