Whirlpool Corporation
Running Head: WHIRLPOOL CORPORATION
Whirlpool Corporation
[Author’s Name]
[Institution’s Name]
Whirlpool Corporation Whirlpool Corporation is a renowned global manufacturer and marketer of electronics appliances. Its product portfolio primarily consists of laundry appliances, refrigeration systems, nourishments appliances, juicers & mixers, and dishwashers. The company markets and distributes its products under different names like Whirlpool, Kitchen Aid, and Jenn-Air. In addition to general customers, the company also sells its products to other business manufacturers, under its emblem title in North USA (Goldsmith & Carter, 2010).
Factors affecting Whirlpool’s talent needs In order to successfully tackle the competition it is imperative for the business to concentrate on its growth trajectories, size and scale of future business development (Kapferer, 1997). To meet the augmented business demand owning to enormous growth in the business, the company needs to grow itself by adopting innovative technologies and hiring talented workforce. But because of cut-throat competition, Whirlpool is finding it difficult to find and attract the right talent (Goldsmith & Carter, 2010).
Global talent requirements at Whirlpool Perhaps the biggest challenge for Whirlpool is to stay ahead in the demand curve. Owning to favorable market conditions, Whirlpool is enjoying double revenues for the last six years, but with growing global competition there is huge pressure on the company to increase execution expectations (Goldsmith & Carter, 2010).
Owning to aging population and shortage of manpower Whirlpool is suffering from unavailability of competitive workforce, and the company is need for the right kind of technology to attract the best talent from around the world. The initiatives started by Whirlpool’s in the field of human capital management are trying to tackle these challenges by using a combination of
Whirlpool Corporation
[Author’s Name]
[Institution’s Name]
Whirlpool Corporation Whirlpool Corporation is a renowned global manufacturer and marketer of electronics appliances. Its product portfolio primarily consists of laundry appliances, refrigeration systems, nourishments appliances, juicers & mixers, and dishwashers. The company markets and distributes its products under different names like Whirlpool, Kitchen Aid, and Jenn-Air. In addition to general customers, the company also sells its products to other business manufacturers, under its emblem title in North USA (Goldsmith & Carter, 2010).
Factors affecting Whirlpool’s talent needs In order to successfully tackle the competition it is imperative for the business to concentrate on its growth trajectories, size and scale of future business development (Kapferer, 1997). To meet the augmented business demand owning to enormous growth in the business, the company needs to grow itself by adopting innovative technologies and hiring talented workforce. But because of cut-throat competition, Whirlpool is finding it difficult to find and attract the right talent (Goldsmith & Carter, 2010).
Global talent requirements at Whirlpool Perhaps the biggest challenge for Whirlpool is to stay ahead in the demand curve. Owning to favorable market conditions, Whirlpool is enjoying double revenues for the last six years, but with growing global competition there is huge pressure on the company to increase execution expectations (Goldsmith & Carter, 2010).
Owning to aging population and shortage of manpower Whirlpool is suffering from unavailability of competitive workforce, and the company is need for the right kind of technology to attract the best talent from around the world. The initiatives started by Whirlpool’s in the field of human capital management are trying to tackle these challenges by using a combination of
References: Denison, D. R. (2001), “Managing organizational change in transition economies.” Routledge Psychology Press, Referenced on March 07, 2011 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, Referenced on March 07, 2011 Kapferer, J.-N. (1997), “Strategic Brand Management: Creating and Sustaining Brand Equity Long Term.” Kogan Page, Referenced on March 07, 2011