A Case Study

Whirlpool
Whirlpool Corporation manufactures & markets a full
line of major appliances & related products, primarily
for home use.
Operates in N. America, Europe, Latin America &
Asia.
Headquartered in Benton Harbor, Michigan ,USA
Employs about 67,000 people.
Recorded revenues of $17,099 million during financial
year ending December 2009 (FY2009), a decrease of
9.6% as compared with 2008 (FY2008)
The decrease in revenue was primarily due to lower
demand for appliances.

Vision - Every Home Everywhere
with Pride, Passion and Performance

Our vision reinforces that every home is our domain, every
customer and customer activity our opportunity. This
vision fuels the passion that we have for our customers,
pushing us to provide innovative solutions to uniquely
meet their needs.
Pride... in our work and for each other
Passion... for creating unmatched customer loyalty for our
brands
Performance... that excites and rewards global investors
with superior returns
We bring this vision to life through the power of our unique
global enterprise and our outstanding people... working
together... everywhere.

Mission

Everyone, Passionately Creating Loyal Customers
for Life
Our mission defines our focus and what we do
differently to create value. We are a company of people
captivated with creating loyal customers. From every
job, across every contact, we will build unmatched
customer loyaltyone customer at a time

Values
Our values are constant and define the way that all
Whirlpool Corporation employees are expected to
behave and conduct business everywhere in the world.
Respect We must trust one another as individuals
and value the capabilities and contributions of each
person.
Integrity We must conduct all aspects of business
honorably ever mindful of the longtime Whirlpool
Corporation belief that there is no right way to do a
wrong thing.

Cont.d
Diversity and Inclusion We must maintain the
broad diversity of Whirlpool people and ideas.
Diversity honors differences, while inclusion allows
everyone to contribute. Together, we create value.
Teamwork We must recognize that pride results in
working together to unleash everyones potential,
achieving exceptional results.
Spirit of Winning We must promote a Whirlpool
culture that enables individuals and teams to reach
and take pride in extraordinary results and further
inspire the "Spirit of Winning" in all of us.


Current Strategy : 2012-13
Brand Focused Value Creation - Build strong brands
and customer base.

Worlds leading manufacturer and marketer of major
home appliances

Annual Turn over of approximately 17 billion $ in
2009
Whirlpool Corporation - 2006
April 25, 2006 ,Whirlpool Corporation net sales =
US$3.5 billion

Net earnings during that period = US$118 million

Analysts attributed this increase in earnings to the
company's innovative products.

Whirlpool had come a long way from where it had
been in the late 1990s .

According to analysts, this was a direct result of the
stagnation in its product line caused by very little
attention being paid to innovation

Top management conclusion by late 1999 was to cut
10% of its international workforce and initiate
restructuring process of its global operations.



HR Strategy used by Whirlpool
Dedicated efforts by David R. Whitwam, Chairman
and CEO of Whirlpool, in 2000.
Change in the company's corporate culture and
embedded innovation as a core competency.
Mr. Whitwams organizational goal - Increase in sales
and customer loyalty within 2 years.
HR strategy : Make innovation a core competency
at Whirlpool.

Steps to align the organizational goal with HR
In late 1999, HR department at Whirlpool started the
innovation initiative by inviting ideas from all the
employees.
25 best employees from the company's European arm
sent to the headquarter at Italy.
Their assignment - Brainstorm and come up with ideas
regarding new products & services.

Use of the "I-box" strategy.


RESULT
Revenues from innovative products were almost
US$800 million in 2005 as compared to just US$10
million in 2001.

Share price also doubled up.

Between 2003 and 2005, Whirlpool's revenues had
grown at an average of 9% per annum
As of April 2006, Whirlpool's innovation pipeline had
568 projects under development of which 195 were
being scaled up for commercial launch.


The company expected these new appliances to rake in
another US$ 3.3 billion in annual sales once they were
launched .
CONCLUSION
HR strategies when aligned with the business
goals of the organization, at whirlpool, worked
as a turnaround strategy and changed the face
of the company completely.


Every organization can thus, rely on the HR
strategies partially, if not completely & create
the magic of success.
If a man does only what is
required of him, he is a slave ,

If a man does more than is
required of him, he is a free man
A Chinese proverb