Discuss What Factors Emerged at Whirlpool That Impacted Its Talent Needs

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

For most of Whirlpool history they have always had the best or correct talent easily and readily available to help propel their business. Although many factors emerged over the last two decades that impacted Whirlpool corporation dramatically. The factors that help attract, involve, and develop talent to ensure it has the level of leadership to succeed in a constantly changing global business environment. (Goldsmith & Carter, 2010)

Whirlpool was very complex as a business especially because of their growth, size, and scale alone. This required a different level of skill and what the employee were capable of just to compete in the global marketplace. These particular skills had to either be developed internally or acquired through their new hires externally.

Whirlpool external consumer marketplace expected fast-paced change and innovation in their product and services as they changed in size and the scale of the business. Whirlpool was able to meet the ever changing needs of the consumer with the development of technology which allowed them to compete globally. Innovative and technology-savvy talent was needed to meet these demands. During this time, companies experienced the shift from an employer's market to candidate's market in which great talent was both highly desired and scarce.

Along with the competition for good employees, the normalcy of the workforce itself was changing. Declining corporate loyalty, business outsourcing and the desire for good talent in the new global marketplace was starting to make an environment in which employee tenure decreased. Employees are willing to change jobs, companies, and relocate more frequently in search of better opportunities. (Goldsmith & Carter, 2010)

Discuss how expanding globally changed the talent requirements at Whirlpool.

Most people know that Whirlpool is one of the most leading manufacturer and marketer of home appliances. Achieving this goal was not easy but it was achieved by creating sophisticated world-class assessment program. This process has successfully closed the gap between hiring managers and talent acquisitions by putting together the right business planning to create strategic talent initiatives. When Maytag was acquired in 2006 by Whirlpool at that time Whirlpool then developed the Master Assessor Program (MAP) as a way to evaluate and assess talent for key leadership positions and new roles. (Laurano, 2009)

Whirlpool developed the Master Assessor Program (MAP) as a way to evaluate and assess talent for key leadership positions and new roles. Given the value and connection of engagement to productivity, extensive on-boarding efforts effectively increase new-hire performance, which contributes to a very good business impact. (Laurano, 2009)

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

The Whirlpool Leadership Model was developed in 1999 as a part of Whirlpool Corporation leadership competencies. The model was created with complete feedback by the company's executive committee. The goal of this Leadership Model was to provide one voice for leadership to assess and developed employees, manage talent pool and succession planning but they also needed to be able to assess external talent for acquisition. This model was completely different in that Whirlpool Corporation explained exactly what leader are, what leaders are expected to do, and how they are expected to perform. The who, what, and how of Whirlpool's Leadership Model have been organized in terms of leadership attributes, practices, and performance. Whirlpool describes leadership attributes as