Whirlpool employer branding

1. WHIRLPOOL CORPORATION  CONFIDENTIAL
1
INDIA’S BEST EMPLOYER:
BRANDING INITIATIVE
Sarthak Raychaudhuri
Vice President – HR, Asia South

2. WHIRLPOOL CORPORATION  CONFIDENTIAL 2
WHIRLPOOL CORPORATION
•A 102 year old company
•World’s leading marketer and manufacturer of home appliances (#1 in global share &
#1 Global Brand)
•Annual Sales of approximately $19B
•Nearly 60,000 employees across 67 manufacturing and technology centers and
presence across 170 countries
•Markets 9 brands: Whirlpool, Maytag, Kitchen Aid, Jenn-Air, Amana, Brastemp, Consul,
Bauknecht & Gladiator

3. WHIRLPOOL CORPORATION  CONFIDENTIAL 3
WHIRLPOOL OF INDIA LIMITED
In 1995, Whirlpool Corporation acquired Kelvinator India Limited and entered the refrigerator market.
In late 1995 majority ownership was gained in the TVS joint venture and the two entities were merged
to form Whirlpool of India Limited. Since then Whirlpool of India has grown to become one of the
leading manufacturers and marketers of major home appliances in India.

4. WHIRLPOOL CORPORATION  CONFIDENTIAL 4
PRODUCTS & CATEGORIES
In India Whirlpool has an impressive portfolio of home appliances. This includes a wide range of
refrigerators, washing machines, air conditioners, microwaves, water purifiers & built in appliances.
Whirlpool also offers a unique range of accessories like water softeners, lint removers etc.

5. WHIRLPOOL CORPORATION  CONFIDENTIAL 5
WHAT IS EMPLOYER BRANDING?
BRAND DNA
Values/
Personality
Customer
Value
Proposition
Why should customers consider you?
Why should they come back for more?
Customer
Experience
Employee
Value
Proposition
Why should people join you?
Why should they stay?
Why should they commit?
….. And how should they serve?
Employee
Experience
Marketing
HR
Leadership
What represents everything the
organization does and says?

6. WHIRLPOOL CORPORATION  CONFIDENTIAL 6
WHAT IS EMPLOYER BRANDING?
Simply put, employer branding is an employment experience which
defines your identity. It positions yourself in the minds of your current
and future employees.

7. WHIRLPOOL CORPORATION  CONFIDENTIAL 7
WHY IS IT IMPORTANT?
Ensuring uninterrupted talent supply by
sourcing from a wider talent market
DEGREE OF ACTIVITY IN LABOUR MARKET
Gaining cost advantage by acquiring &
retaining talent at lower than market average
CONVERSION PREMIUM
The way with a strong customer brand you are more likely to attract and retain profitable customers.
Similarly with a strong employer brand, you are more likely to attract and retain talented employees.

8. WHIRLPOOL CORPORATION  CONFIDENTIAL 8
WHY DID WHIRLPOOL INVEST IN EMPLOYER BRANDING?
Through happy employees – Employer of Choice
Product
Innovation
Best in class
Quality
Cost
Leadership
Creating happy homes – Organization Vision
Employer Branding was the strategic lever for becoming an employer of choice

9. WHIRLPOOL CORPORATION  CONFIDENTIAL 9
29 July 2013 2011 INDIA HR ELA 
9
What do
we stand
for?
What
does
today’s
talent
value?
Research Formulation Deployment
External
validatio
n by
experts
Select
Employe
r Brand
Slogan
Making the
promise -
communicating
Delivering on
the promise -
Experiencing
Creating
the
identity
Cc-Opexmethodologyused
Duration – 9 months Duration – 3 months Duration - Ongoing
What
Differentiat
es
Us
Strategic
Objectiv
es
What We
Want to
Be Known
For
Validatio
n by India
leadershi
p team
Revalidation
by internal
employees
using same
research
method
HOW DID WE DO IT?

10. WHIRLPOOL CORPORATION  CONFIDENTIAL 10
0 10 20 30
Pay
Interacting with
public
Flexibility todo job
own way
Flexible hours
Graduates
Non-Graduates
2 2.2 2.4 2.6 2.8 3 3.2 3.4 3.6
Prestige
Industry Sector
Organizationvalues/mission
Equal opportunities Policy
Location
International Opportunities
Salary andBenefits
Culture/Environment
Training anddevelopment
Job Type/Function
Career Progression
Source – Association of Graduate Recruiters
Important criteria for young
employees when selecting employer
Job “Likes” by
educational attainment
Gallup Survey
(Percentages add to more than 100% due to multiple
responses)
Choices
Enriching
job
Culture
WHAT TODAY’S TALENT VALUES
We did secondary research to identify the demand of the current generation

11. WHIRLPOOL CORPORATION  CONFIDENTIAL 11
• Common reasons
cited in HR literature
for employee
attraction/retention
Subject-Matter
Research
• Validated through
exploratory Focus Groups
with Sales, Technology,
Manufacturing &
Recruitment Consultants
Focus Group
Discussions • Tested Version 1 of
Questionnaire with
Pilot audience,
within and outside
the organization
Pilot Run
• Tested the same research
instrument with a new
sample of people, within and
outside the organization
Revalidate
*CcOpex is Whirlpool Corporation’s internal quality process similar to what six sigma is for Motorola
CcOpex* Approach, Tools & Methodology Used Through Entire Process
CONSTRUCTION OF RESEARCH INSTRUMENT
The end results were two sets of Questionnaires:
One for Internal Employees & the other for the External Group

12. WHIRLPOOL CORPORATION  CONFIDENTIAL 12
RESEARCH SAMPLE
The sample included all functions, all grades and all geographies to ensure best
representation of our workforce

13. WHIRLPOOL CORPORATION  CONFIDENTIAL 13
Activities:
• FGD’s: 13
• Questionnaires: 137
• Interviews / One on One’s with Leadership Team + Others: 59
RESEARCH ACTIVITIES & RESULTS
Business Reputation, Autonomy, Career Progression & Work Culture emerged as strengths

14. WHIRLPOOL CORPORATION  CONFIDENTIAL 14
WHAT MAKES US UNIQUELY WHIRLPOOL?
QUALITATIVE RESEARCH
Creating an identity for ourselves, based on our differentiated strengths

15. WHIRLPOOL CORPORATION  CONFIDENTIAL 15
29 July 2013 2011 INDIA HR ELA 
15
What do
we stand
for?
What
does
today’s
talent
value?
Research Formulation Deployment
External
validatio
n by
experts
Select
Employe
r Brand
Slogan
Making the
promise -
communicating
Delivering on
the promise -
Experiencing
Creating
the
identity
Cc-Opexmethodologyused
Duration – 9 months Duration – 3 months Duration - Ongoing
What
Differentiat
es
Us
Strategic
Objectiv
es
What We
Want to
Be Known
For
Validatio
n by India
leadershi
p team
Revalidation
by internal
employees
using same
research
method
HOW DID WE DO IT?

16. WHIRLPOOL CORPORATION  CONFIDENTIAL 16
RICHARD MOSLEY
Leading author and
practitioner in employer
brand management
EXTERNAL VALIDATION
“Your research work is one of the most detailed works on employer branding I have ever seen”
– Richard Mosley (After reviewing all research documents)

17. WHIRLPOOL CORPORATION  CONFIDENTIAL 17
We value the free spirit of our people, who drive
their own careers as well as Whirlpool’s success.
We take pride in our open and inclusive culture
that enables collaboration in creating loyal
customers for life.
We offer roles that have a unique identity enabling
our people to grow from strength to strength, very
early in life.
We believe in setting ambitious goals, performing
to the best of our abilities and celebrating &
rewarding success.
THE OUTCOME - OUR FOUR VALUE PROPOSITIONS
A value proposition which caters to the most deep rooted emotions of an employee
1
2
3
4

18. WHIRLPOOL CORPORATION  CONFIDENTIAL 18
ALL INDIA SLOGAN WRITING CONTEST
CREATING THE EMPLOYER BRAND SLOGAN
Over 250 entries were received, out of which 10 were shortlisted and then voted upon.

19. WHIRLPOOL CORPORATION  CONFIDENTIAL 19
• Freedom: We recognize that all employees have a fundamental right to make choices about
their environment and life and providing it to them
• To Create: We understand that employees look for an opportunity to make things happen.
This also stresses on making things happen through creativity & innovation, hence it is not ‘to
make’ but ‘to create’
• Our: To emphasize on the inclusion and openness that we stand for; the ideas, the culture,
the beliefs are not ‘yours’ or ‘mine’ but they are ‘our’
• Tomorrow: The freedom to create is not about our yesterday or even today but about our
future, our tomorrow. It is about our ambition of making it bigger and better in the years to
come
BRAND SLOGAN
This credo will act as our guiding vision for all people initiatives.
‘FREEDOM TO CREATE OUR TOMORROW’

20. WHIRLPOOL CORPORATION  CONFIDENTIAL 20
BRAND IDENTITY
• The color of the 6 squares are our corporate colors and this set of squares represents Whirlpool
• The different shades of grey in the 3 bottom squares indicates the diversity of our workforce
• The 9 squares together represents an individual with arms extended
• The Whirlpool logo on top signifies a liberated employee upholding the organization
• Slogan is written where the squares meet, indicating that where the org & the employees meet, there is freedom to create
• ‘Our tomorrow’ is in bold to emphasize that, this freedom was not only in the past or present, but will always be there
This sense of identity will act as a reminder & protect the unique elements of our culture at all times.

21. WHIRLPOOL CORPORATION  CONFIDENTIAL 21
29 July 2013 2011 INDIA HR ELA 
21
What do
we stand
for?
What
does
today’s
talent
value?
Research Formulation Deployment
External
validatio
n by
experts
Select
Employe
r Brand
Slogan
Making the
promise -
communicating
Delivering on
the promise -
Experiencing
Creating
the
identity
Cc-Opexmethodologyused
Duration – 9 months Duration – 3 months Duration - Ongoing
What
Differentiat
es
Us
Strategic
Objectiv
es
What We
Want to
Be Known
For
Validatio
n by India
leadershi
p team
Revalidation
by internal
employees
using same
research
method
HOW DID WE DO IT?

22. WHIRLPOOL CORPORATION  CONFIDENTIAL 22
Launch Vehicles:
• Video: Capturing employee experiences which led us to our value propositions (Video attached)
•Personalized Desktop Calendar:
• Communicating what the organization will do to live the employer brand promise
• Urging employees to demonstrate the right behaviours so that each employee truly experiences the brand
• In the process of communicating we intended to touch employees’ heart through personalization
• Blue Book: Explaining the entire journey & elements of our employer brand to employees in a creative way
• Environmental Collaterals: Usage of highly creative designs to grab attention and create awareness
• Formal Launch: The leadership team formally launched it in a quarterly all-India Town hall meeting
• Launch mail: Head of India operations, communicating the vision of employer branding to all employees
COMMUNICATION OF THE BRAND
A highly creative and an integrated Pan - India communication plan was launched to grab each and
every employee’s attention

23. WHIRLPOOL CORPORATION  CONFIDENTIAL 23
COMMUNICATION COLLATERALS – BLUE BOOK

24. WHIRLPOOL CORPORATION  CONFIDENTIAL 24
COMMUNICATION COLLATERALS – POSTERS

25. WHIRLPOOL CORPORATION  CONFIDENTIAL 25
POST-IT NOTES
DANGLERS
COMMUNICATION COLLATERALS – ENVIRONMENTAL
GRAPHICS

26. WHIRLPOOL CORPORATION  CONFIDENTIAL 26
COMMUNICATION FROM CEO ON LAUNCH

27. WHIRLPOOL CORPORATION  CONFIDENTIAL 27
To make this initiative a success, the most important part was to deliver on each of the value propositions
by aligning them to all HR touch points. This is where we were able to make the highest impact.
SUSTENANCE - DELIVERING ON THE VALUE PROPOSITIONS
Delivering on the promises required aligning every HR touch points and influencing managerial
behavior

28. WHIRLPOOL CORPORATION  CONFIDENTIAL 28
• Choice of benefits
• Choice of compensation
• Choice in career development
• Choice in performance appraisal
• Choice in work space
• Choice in work time
• Choice of reward & recognition
• Choice of technology
• Choice in work activities
• Choice in learning
Freedom to make choices Early differentiated roles Open & inclusive culture Spirit of winning
Ease of implementation
Impact
High
High
Low
Low
* This is not an exhaustive list
Deliver on each value proposition by offering choices
IDENTIFYING AND PRIORITIZING INITIATIVES

29. WHIRLPOOL CORPORATION  CONFIDENTIAL 29
DELIVERING ON FREEDOM TO MAKE CHOICES – KEY INITIATIVES
POLICIES
• Flexi-timing
• Telecommuting
• Employee Referral
• My Whirlpool Scheme – 4 products @ 30% discount
PROCESSES
• Aspire: Career Dialoging
• Learning portal ‘WU’ for flexibility in learning
• Formal 180 degree & 360 degree survey process
• Genie (Shopping portal with over 6000 products at discounts)
• Multipronged approach to CSR
PRACTICES
• Make decisions: Involving employees in addressing business concerns
• Make huge business contribution: Breakthrough objectives of choice
• W-connect (Whirlpool’s own Facebook)
• Decide the ‘How’ of deliverables: Culture of working in one’s own way

30. WHIRLPOOL CORPORATION  CONFIDENTIAL 30
POLICIES
• ‘Grow from within’
• Education assistance
• Multi-tasking for meeting career aspirations
PROCESSES
• Rigorous high potential talent identification mechanism: 9 Box
• ‘A’ players and ‘A’ jobs overlap, retention planning for key talent
• Dedicated Campus program: Bringing in leaders for the future
•Whirlpool Learning Academy: Organization wide L&D initiatives
• Organizational LDP: Tie up with BCG, IIMs, Michigan, INSEAD, Kellogg
• Emerging LDP: Developing first time managers
PRACTICES
• Leadership competency model based talent decision making
•180 and 360 degree feedback for developmental inputs
• Leadership competency model based selection mechanism
• Multiple parameter based evaluation of performance
DELIVERING ON EARLY DIFFERENTIATED ROLES – KEY INITIATIVES

31. WHIRLPOOL CORPORATION  CONFIDENTIAL 31
DELIVERING ON OPEN & INCLUSIVE CULTURE – KEY INITIATIVES
POLICIES
• Enhanced personal insurance
• Group medical insurance including pre-existing ailments of parents
• Accident insurance policy
PROCESSES
• Shared mission – vision – values and ethics & compliance Hotline
• Leading people @ Whirlpool – Developing great people managers
• Annual engagement survey & FGDs to ‘listen’ to employees
• Periodic email by CEO to Thank employees for their contribution
PRACTICES
• Leadership competency model based talent decision making
• Celebrating success: With individuals, teams and families
• W-connect: Whirlpool’s own Facebook
• Special day celebrations and Fun@ Workplace Initiatives
• Family connect: ‘Neev’ and location based initiatives
• Everyone connects: Quarterly all India town hall & Leadership connect

32. WHIRLPOOL CORPORATION  CONFIDENTIAL 32
DELIVERING ON SPIRIT OF WINNING – KEY INITIATIVES
POLICIES
•Differentiating compensation strategy for high performance
•Reward & recognition policy for monthly, quarterly and annual awards
• Peer recognition schemes & Spot awards
•Team and individual awards & Monetary and non-monetary rewards
PROCESSES
• Breakthrough objectives
• Building a customer centric organization
• Building Go to market capabilities
• Expat assignments and Global visibility (GPS)
• Structured Induction program to reduce time to productivity
PRACTICES
• Internal communication & branding
• Cost leadership
• Nurturing a culture of innovation & Innovation workshops
• High quality talent intake

33. WHIRLPOOL CORPORATION  CONFIDENTIAL 33
SOME EXAMPLES
TALENT ATTRACTION – ON CAMPUSES

34. WHIRLPOOL CORPORATION  CONFIDENTIAL 34
POLICY REFRESH

35. WHIRLPOOL CORPORATION  CONFIDENTIAL 35

36. WHIRLPOOL CORPORATION  CONFIDENTIAL 36
PRACTICE REFRESH

37. WHIRLPOOL CORPORATION  CONFIDENTIAL 37
SHAPE YOUR FUTURE AT
WHIRLPOOL
All employees will receive the survey link from Towers Watson on Oct 10
YOUR OPINION MATTERS!
REVEAL IT

38. WHIRLPOOL CORPORATION  CONFIDENTIAL 38
• High engagement creating competitive advantage
• Stronger employer brand
• Better retention of key talent
• Strong financial results
69
80 81
84
82 88
85
44
70
77
82
79
89
85
43
48
53
58
63
68
73
78
83
88
-70
-20
30
80
130
180
230
280
330
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Profits (Crore INR) Employee Engagement Leadership Effectiveness
REAPING BENEFITS FROM EMPLOYER BRANDING
Consistent YOY increase in engagement & org leadership score co-related with business results

39. WHIRLPOOL CORPORATION  CONFIDENTIAL 39
BRAND
INDICATORS
LAG MEASURES RESULTS
Aspiration
Talent Attraction metrics:
• Hiring turn around time
• Campus slots
• Hires from fortune 500 companies
• Reduction from 50 days to 35 days
• 14 Day 0 slots
• 37% of new hires
Loyalty and
Trust
Talent Retention Metrics:
• Overall Attrition
• Top Talent attrition
• Reduction from 22% to 16% in 2 years
• Reduction from 7% to 6% in 1 year
Advocacy
Talent Engagement Metrics:
• Overall Engagement
• Specific questions’ score in engagement survey
• Engagement score of 85
• Positive trend on all 12 employer brand
specific questions in engagement survey
Recognition
External Recognition:
• Aon Hewitt ‘Best employers to work for in India’
• GPTW Institute ‘Best companies to work for in India’
• Mercer ‘Top companies to work for’
• 14th India, Top 25 - Asia, 9th TCFL (Asia)
• 15th (Overall), Best in L&D
• Amongst top 25
REAPING BENEFITS FROM EMPLOYER BRANDING

40. WHIRLPOOL CORPORATION  CONFIDENTIAL 40
2008 2009 2010 2011 2013
22nd
20th
14th
15th
Best Company for Leadership
Development 2010
REAPING BENEFITS FROM EMPLOYER BRANDING
Consistently improving external employer brand recognition
Best Company for Employer
Branding 2013

41. WHIRLPOOL CORPORATION  CONFIDENTIAL 41
OUR LEARNING
• Get the CEO aligned. He needs to invest time and resources
• Be sure of using right ‘Research approach’ to get to the root of culture.
•Crafting the EVP is not an HR Project. Get diverse mindset involved
•Identifying own cultural tenets is the most difficult part. Having identified, do
not limit yourself to them. Think ahead…
• Do not shy away from creative development & communicating both internally
and externally
•Align the EVP to all HR processes and critical employee touch points
•Determine your measures of success before you embark on the journey

42. WHIRLPOOL CORPORATION  CONFIDENTIAL 43