Performance Differentiators in Performance Differentiators in Talent AcquisitionTalent Acquisition

2008 Universum Awards

Kristen WeirickDirector, Talent Acquisition

22Whirlpool Confidential09 January 2008

• The world’s leading manufacturer and marketer of major home appliances

• Approximately $20 billion in revenues• 73,000 employees worldwide • 73 manufacturing and technology research centers around the globe• Seventeen major brand names including Whirlpool, KitchenAid,

Maytag, Jenn-Air, Amana, Brastemp, Bauknecht, Consul • Marketed to consumers in more than 170 countries• Every home…everywhere with pride, passion and performance

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Performance Differentiators

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Why differentiate?

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Talent is Scarce!

Demographic Trends• Aging population and retirement trends

� Baby Boomer Effect� Largest population in the U.S. and Europe is between the ages of 50-60

• Global skilled labor shortage� Asian and 3rd world markets lack competencies to compete globally

• Decreased corporate loyalty� Dramatically decreased average tenure and business “fracturing”

Smart companies use the most innovative tools to source for increasingly scarce talent!

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World Population Trends

World population in 2007 : 6.6 billion

World population in 2015 : 7.2 billion

Asia 3.67 bn (60.6%) 4.14 bn (60.7%)

Africa 0.80 bn (13.2%) 0.99 bn (14.6%)

N.America 0.48 bn (8.05%) 0.54 bn (7.90%)

S.America 0.34 bn (5.70%) 0.39 bn (5.70%)

Europe 0.73 bn (12.0%) 0.72 bn (10.6%)

2007 2015

Source : U.S Census Bureau

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The Effect of Birth Rates on Talent Availability

• Maintaining a steady population requires a birth rate of 2.1. � For every one million people, 2,100 babies need to be born per year.� One out of approximately every 100 women of child-bearing age needs to have a

baby per year to maintain the population.

• The U.S. birth rate is 2.0 - just below replacement rate.

• In Western Europe, the birth rate currently stands at 1.5, or 30% below replacement. � In 30 years there will be 70 to 80 million fewer Europeans than there are today.

• The working age population will decline by 30 percent in the next 20 years.

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Employer Branding

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Why do companies brand products and/or services?

Why “brand” your company?

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The Employer Brand

� The perception of your company as an employer and the valuethat employees derive from working there

Promoting the internal brand drives retention,

engagement and productivity

Promoting the external brand drives recruitment

Internal Brand Image

External Brand Image

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Employer Branding

“How a business builds and packages it’s identity, origins and values, and what it promises to deliver to emotionally connect (and engage) employees so, in turn, they deliver what the business promises to customers.”

- Sartain and Schumann

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Employer Branding Awareness…Yesterday and Today

Google search results for “employer branding”

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The Value of a Great Brand

External Value

•Increased quality & quantity of recruits

•Employer of choice recognition

•Sustained competitive differentiation in the talent marketplace

•Lower recruiting & advertising costs

•Increased referrals

•Increased product sales and marketing

•Higher levels of customer satisfaction & loyalty

Internal Value

•Increased employee engagement

•Higher employee productivity

•Employees “feel good”about the Company

•Increased retention of the best talent

•Increased referrals from top talent

•More time to focus on assessment as opposed to sourcing

INCREASED SHAREHOLDER

VALUE

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Key Functional Alignments

Brand Organization

Deep functional competence and brand-building

expertise

Human Resources

“Keepers” of company culture, work environment and organization

development

Corporate Communications

Access and resource to internal and external brand communication

channels

Message clarity, constancy, consistency and differentiation provide greatest impact across brand stakeholders

Message clarity, constancy, consistency and differentiation provide greatest impact across brand stakeholders

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The “C’s” and a “D”

• Clarity� Solid brand positioning defining rational

and emotional components, benefits and “reasons to believe”

• Constancy/Continuity

• Consistency� The appeal of a brand can only be sustained if

the product or service delivers on its promise

• Differentiation

1931 1950 1963 19941905

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#6MODIFY

#5MONITOR

#4LAUNCH

#3DEVELOPMENT

#2ALIGNMENT

#1DISCOVERY Focus on

research and current/target brand alignment

Target brand collateral and capability with sustainable launch strategy

Systematic, iterative

approach

Six Critical Steps to

Successful Employer Branding

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We know who we are.

Who do we want to be?

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Sense of personal fulfillment from caring for others

Innovative solutions that helpher be incredibly productive

Eco-EfficiencyEco-EfficiencyManage SpaceManage Space Save time and effortSave time and effort

Whirlpool Brand PositioningWhirlpool Brand Positioning

Emotional

Rational

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Compelling Experiences

Shape the future of our company

Spirit of WinningSpirit of WinningWinning StrategyWinning Strategy Rich Heritageand Values

Rich Heritageand Values

Whirlpool Employer Brand PositioningWhirlpool Employer Brand Positioning

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Employer Brand DevelopmentEmployer Brand Development

• Build sustainable plan for systemic internal and external brand development and launch

• Target perception-based issues

• Recruitment advertising, collateral and targeted PR

• Internal awareness building

• Organizational plan to achieve target brand position

• Tool and capability development to deliver the “target brand experience”

Short Term - Perception Long Term - Systemic

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Short-Term Perception Management

The appliance industry is not “sexy”.

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Compelling Employee

Experiences

New Hire Welcome

Job/Functional Orientation

Organizational Orientation

Employee Engagement

Employee Performance &

Productivity

Career Management and

Ownership

Talent Pool Process

Departure Process

Employee Growth & Development

Recruitment & Selection Process

Recognition and Rewards

Role Challenge and Purpose

Alumni Affiliation

Long-Term/Systemic: Structure, Process & Capability

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Branding Challenges

• Mergers and Acquisitions� Organization and cultural differences

• Global and Regional Differences� Regional variation of needs

• Can’t-make-everyone-happy syndrome� Leadership support� Grass roots resonance� “Every one’s a marketer”

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Operational Excellence

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Operational Excellence Critical Processes

Exceptional Candidate Experience (ECE)

Candidate EngagementCandidate Engagement Candidate ClosingsCandidate ClosingsInitial Candidate Touchpoints

Initial Candidate TouchpointsProcess OverviewProcess Overview OnboardingOnboarding

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Exceptional Candidate Experience Website

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