connects project spring 2013

8/13/2019 Connects Project Spring 2013

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PPHIRECONSULTING

[our mission ]Sapphire Consultings mission is simple, and our method is proven. Our

aim is to partner with our clients by strategically opening and fosteringa conversation with their key publics. In our proven four-s tep process, we

investigate, collaborate, innovate and accumulate, ultimately taking our

client to a new consciousness about the audiences that matter to them.

[Account Creative ]

[Account Organizer ]

[Idea Generator ]

[Account Executive ]

Cheri CC Cannon

Ellen Sturgill

Khristen Jones

Victoria Kisluk

SAPPHIREconsulting


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Executive Summary 4

Timeline 4

Situation Analysis 5

Target Audience 5

Research 6

S.W.O.T. 8

Problem Statement 9

Goals, Objectives, Strategies and Tactics 10

Why? 12

Implementation 14

Budget and Timetables 16

Evaluation .... 18

Appendix 19

References 31

WHIRLPOOLCONNECTS


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It is an opportune time for Whirlpool Corporations employees to increase their volunteering. Two years since tinitiation of Whirlpool Corp.s formal volunteer

program, Connects, the company has not seen itsdesired increase of employees logging their hours.

We are Sapphire Consulting, a boutique agencyspecializing in communications for internalvolunteerism programs. We understand themotivations and tactics required to engage andinspire employees to volunteer.

We believe that the employees need increased awareness and usage of Connects. It is with this in mind that SapphiConsulting offers you our campaign slogan Inspire. Volunteer. Connect. Through effectively engaging the targaudiences, we will increase awareness and usage of Connects.

In the following pages, you will find research, collaboration between target audiences, innovation of Connects currecommunication strategy and finally plans for evaluating the results of our campaign. To map it all out, we have includea budget and a timeline.

Our assurance to you is that Sapphire Consulting has exactly what Whirlpool Corp. needs to reach its employees. Aftseeing our plan, we know youll agree.

1908 1911 1917 1951 1998 1999 2001 2007 2010 201

Louis (Lou)Upton investedinto a ventureto manufacture

householdequipment.

1

Upton took thepatent to his

brother, EmoryUpton, anduncle, Lowell

Bassfordand createdthe UptonMachine

Company,to produce

electric

motor-drivenwringerwashing

machines.1

Lou Uptonwrote acompanyletter to itsemployees

wives. Itinstructed

them to enjoysome time withtheir husbands,

who weregiven a paid

vacation. 2

The WhirlpoolFoundation

wasestablishedto addressglobal and

social concernsthrough grants,volunteerism

andleadership.

3

WhirlpoolCorp. officiallycommits t ime

and resourcesto support theBoys and Girls

Club ofBenton

Harbor, Mi.4

WhirlpoolCorp. initiates

Habitat forHumanity

relationshipby agreeingto donate arange andan energy

star qualifiedrefrigerator

to every

Habitat homebuilt in NorthAmerica.

4

WhirlpoolCorp.s

KitchenAidbrand partnerswith Susan G.Komen for theCure to create

the Cookfor the Curecampaign.

5

WhirlpoolCorp. has

donated morethan 73,000

appliances forHabitat Homes

in NorthAmerica since

1999.6

Through a newpartnershipbetween

Maytag andBoys andGirls Club

of America,Maytag

brand commits$4.5 millionto commendBoys and

Girls Clubsthat exhibitexemplary

performance.6

On Nove11, 201

Connectsestablishe

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HIRLPOOLCONNECTS

What truly distinguishes Whirlpool Corporation is our commitment tobuilding strong brands and a loyal consumer base.

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In 1911, Lou and Emory Upton founded WhirlpoolCorporation.

8They knew that not only did they want a

company that displayed true, honest business practices,but they wanted Whirlpool Corp. to stand out from othercompanies in its commitment to five key values respect,integrity, diversity and inclusion, teamwork, and a spiritof winning.

9

To this day, a commitment to community remains atWhirlpool Corp. The company strives to promote aspirit of volunteerism within its organization, primarilyin the communities where its employees live and work.The companys employees provide countless hours ofvolunteer service every year to organizations throughoutthe United States and beyond.

Whirlpool Corp. employees are undoubtedly aware thatthey work for the worlds number one company in globalappliance brands. But they may not know that theircompany values include much more than selling a greatproduct. They work for a corporation that has donatedmillions of dollars to non-profit organizations and charitiesand changed thousands of lives since its founding.

Division

Sales

Call Center

Twin Cities

Factory line employees

Hourly and varyin

shifts

Computer access:

little to none

Locations:

Ohio, Oklahoma,

Tennessee and Iowa

Retail employees

Hourly and varying

shifts

Computer access:

constant access to

laptops and iPads

Locations: around the

United States

Customer service

employees

Hourly workers with

shifts from 7 a.m. to 7

p.m.

Computer access:

access for work-related

needs, but no personal

time

Locations: Michigan

and Tennessee

Business professionals

and engineers

Workday from 8 a.m. to

5 p.m.

Computer access:

constant access to

computers

Location: Michigan

Our primary target audience of theConnects program consists of the four

types of Whirlpool Corp. employees.We want to continue Whirlpool Corp.stradition of valuing not only its employeesbut also the spirit of volunteerism.Therefore, Sapphire Consulting hascreated its strategic plan to impact allbranches of Whirlpool Corp.s employees.

WHIRLPOOLCONNECTS

In an attempt to better engage, retain and recruitemployees who hold a passion for volunteerism, the

company developed its formal volunteerism program,Connects. This program seeks to further supportemployees volunteer efforts and build community withinthe company. This program was designed to expandon those efforts and make volunteerism available toeveryone. No matter the employees interest, he or shecan log on to Whirlpool Corp.s Connects program tolearn more about opportunities in their area, keep trackof their volunteer hours and encourage others to getinvolved.

Connects has been in existence for more than a year, butthe company has struggled to fully embed the programwith all of its employees across the United States. WhirlpoolCorp. needs volunteers to track their hours for awardsapplications, sustainability reports and various othercompany-wide documents. Currently, the largest issue isemployees who are volunteering not tracking their hours.


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Whirlpool Corp.s Internal Volunteer Program Brief states that the volunteer program goals are to strengtheengagement, more accurately measure the value and impact of employees volunteer efforts and enhance the curre

Corporate Social Responsibility.

In March 2010, employees were asked a quick poll question. The question asked if Whirlpool Corp. recognized thevolunteer efforts, what would they want in return for their services. The responses from 1658 global employees (7percentage of total) were paid time off (28 percent), money donated to their charity of choice (26 percent), nothingvolunteering is reward enough for me (22 percent), acknowledgement fromWhirlpool Corp. for their efforts (15 percent), special appliance discount (7percent) and other (2 percent).

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In 2010, without a formal volunteer program in place, Whirlpool Corp.ssalaried employees reported an average of 53 hours volunteered annually.

During Whirlpool Corp.s 100th anniversary, in an effort to increase volunteerism,teams of two employees were challenged to complete a combined 100 hoursof volunteer service and track and record their results by November 11, 2011.The incentive for the employees was that Whirlpool Corp.s senior leadershipwould formally recognize the winners as Champions for Change. Additionally,of those winners, 11 would have $1,100 donated to their charity of choice.

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As the leader of the global home appliance industry, Whirlpool Corp. makes volunteerism a major part of its corporaresponsibility. Over the last four years, Whirlpool Corp. has performed employee engagement surveys to discov

how many of its employees are volunteering as well as where they are volunteering. In 2009, approximately 7,69employees replied that they had volunteered in the past years. With a total of 427,875 hours, the average employevolunteered 23 hours. At this time, only 44 percent of Whirlpool Corp. employees volunteered.

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As seen in the chart below, the employee engagement surveys show approximately a 5 percentage increase fro2009 to 2012 in the number of employees at Whirlpool who volunteer.

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2009 2010 2011 2012

Volunteeringemployees

(salaried)

7,696 8,267 7,294 7,907

Average hoursvolunteered

23 22 21 26

Percent ofemployeesvolunteering

44% 46% 47% 49%

Overthe last two yearsalone, Whirlpool

lost more than$17.5million worth of

unrealized/underreported employeevolunteerism value.

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Whirlpool Corp. partnered their 100th anniversary and the Champion for Change branding campaign with theirfirst year contract with VolunteerMatch to obtain a volunteerism tool. This tool was expected to improve efficiencies,provide a central location to view and enlist in volunteer opportunities and provide a mechanism in which to measure

the value and impact of the program.

Potential

Employee

VolunteersSalaried

Employees Who

Volunteer

WHAT OUR EMPLOYEES ARE SAYINGI want... leadership, including my managers support (allowing to take timeoff to volunteer, not being punished or securitized for wanting to volunteer)

of those who wish to donate time volunteering.13

54%46%

Current and Potential Employee VolunteersAccording to Whirlpool Corp.s Internal Volunteer

Program Brief, within the first year of launching thisprogram the goal was to build general employeeawareness and drive active use of the tool. The keyemployee demographics targeted by this programwere the Leader Development Program and RealWhirled employees, YP! Network members andinterns. In addition, the program was to stronglyencourage skill-based volunteer opportunities,such as nonprofit board service, mentoringand pro bono services to promote professionaldevelopment, while helping to strengthen the

nonprofit sector. This program was to also helpguide funding requests as applicable.

For initial measurement, the program was analyzed based on the five Drivers of Effectiveness. This was to determinewhether the program had a positive impact on the Whirlpool Corp. employees and business. For further measurement,they were to administer a survey after each major volunteer event to determine the effectiveness, outcomes, impactand so on. The program looked to form a volunteer advisory council to act as ambassadors for the program andreview outcomes.

WHIRLPOOLCONNECTS

Our employees love our annual Day of Service. VolunteerMatchmakes it easy for us to manage the events. Afterward, everyone felt

refreshed, revived, renewed and rebuilt.-Charles Schwab Foundation

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To fully utilize the potential of the Connects program, a SWOT analysis displays current program strengths to

promote, while also examining weakness and threats to overcome. With the goal of increasing awareness and usageof Connects, this analysis allows Whirlpool Corp. to assess all aspects of Connects and create a strategy that wilaccomplish its goals.

Strengths

Opportunities

Weaknesses

Threats

Substantial communication channels

Employees engagement in the community

through Whirlpool Corp.

History of volunteer spirit in the company

Publicizing volunteer efforts to build

positive brand awareness

Encourage more community engagement

Lack of funding

Insufcient strategic communication plan

Ineffective use of communication channels

Lower response rate outside of Twin Cities

Limited employee access to computers

Employees utilize outside volunteer sources

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Despite a richculture of volunteerism

within Whirlpool Corporation, there

is still a need to educateWhirlpool

Corporation employees on the value of

volunteering and encourage them

to fully utilize Connects.

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GOAL 1Increase awareness of Connects program

OBJECTIVE 1:Generate a 20 percent increase in awareness of Connects amongWhirlpool Corp. employees.

STRATEGY 1:In an effort to reach our target audience, we will educate Whirlpool Corp. employees on Connects.

TACTIC 1: Create a short presentation to show factory workers and call center employees duringbreaks in the workday

TACTIC 2:Upon hiring call center employees, present them with Connects swag toexplain and promote program awareness.

TACTIC 3: Encourage usage of email signatures among the Twin Cities employees that include

Connects logo and website information to generate awareness of Connects.

TACTIC 4:Create an hour-long seminar to foster awareness of Connects at the National SalesConference.

TACTIC 5:Produce publications and media materials for placement around Whirlpool facilities to promote awareness.

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GOAL 2Increase usage of Connects program

OBJECTIVE 2:Increase the number of employees who track their volunteer hours through Connects by20 percent in the next year.

STRATEGY 2:In an effort to achieve higher usage numbers, we will drive traffic to Connects through a variety of methods.

TACTIC 1: Create and implement volunteer spotlight on the Connects website.

TACTIC 2:Feature upcoming events and organizations on the Connects website.

TACTIC 3:Develop position for unpaid Connects program Intern.

OBJECTIVE 3: Increase the number of employees who use Connects to find volunteer opportunities by 20percent in the next year.

STRATEGY 3: Generate effective programming to engage workers in participating in volunteer programs.

TACTIC 1:Create in-house volunteer opportunities with point system.

TACTIC 2: Plan semi-annual, company-wide volunteer event.

TACTIC 3: Establish monthly email from CEO to call center employees and sales associates.

STRATEGY 4: Use community awareness to encourage more volunteers within Whirlpool Corp.

TACTIC 1: Send out frequent press releases in regards to Whirlpool Corp. volunteer efforts.


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Now that we have explained our goals, objectivesstrategies and tactics for Connects, lets examine whywthink this plan is bestfor the company.

Why promotional materials?One way that Whirlpool Corp. can reach its target audience is through promotional materials. To achieve this, whave included three types of promotional materialseducational presentations, swag and publications materials.

While 54 percent of employees currently have Connects accounts, many do not fully utilize the program Oeducational programs will teach all employees how to find volunteer opportunities, log their hours and to pursvolunteer opportunities together.

Next, the swag materials will serve as a more constant reminder of the program, primarily for those employees wspend most of their day at a desk, such as call center, sales and Twin Cities.

Lastly, publications such as flyers and posters will continue to increase awareness about Connects. These publicatiowill include information about Connects and its many features.

Why Inspire. Volunteer. Connect.?To further the brand identity and awareness of Connects, we developed the slogan Inspire. Vounteer. Connecfor the employees to associate with the organizations volunteer efforts. Placing this slogan on all print and digimaterials that discuss Connects will allow for the employees to immediately recognize the brand.


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Why an intern?An unpaid intern will be a valuable asset to Whirlpool Corp. He or she will assist in not only the daily tasks of maintainingthe Connects website but also in the Corporate Communications department. He or she will also contribute to theplanning of the semi-annual company volunteer day, Go Connect! Because this internship will take place at theBenton Harbor, Michigan headquarters, Whirlpool Corp. can recruit from local universities such as Western MichiganUniversity, Michigan State University and Lake Michigan College.

Why National Sales Conference?Each year, sales employees attend Whirlpool Corporations National Sales Conference. This weeklong eventprovides an ideal platform to educate sales employees on Connects. Because employees are already attending

the conference to learn about Whirlpool Corp. products, sales strategies and technologies, this provides an idealplatform to discuss Connects. As sales employees are located all over the country, this conference is the best way toreach a large number of employees.

Why volunteer, organization and event spotlights?To reach the goal of attracting more visitors to Connects, we want to make the site more engaging. While employeescan search for organizations and volunteer events on Connects, a feature section will provide attention to currentvolunteer efforts and organizations or events that employees may not have known. Additionally, this section willprovide quick information.

Why Collect with Connects?To establish a method of in-house volunteer opportunities, we believe a point system, called Collect with Connects,will allow for a more accurate and simple method of achieving hours. These volunteer opportunities may includeprograms like a canned food drive, toy drive, clothing donations and other projects of this nature. Rather thancalculating donations by hours, points will be assigned to corresponding donation amounts, which may then besummed up for hours. See appendix 7 for more information.

Why Go Connect!?

The values of Whirlpool Corp. include integrity, inclusion and teamwork. Go Connect!, the semi-annual companyvolunteer event, provides an ideal way to uphold those values. This optional event will give employees the opportunityto work with each other while giving back.


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Promotional Materials

Two goals for this campaign are to increase awareness and usage of Connects. One of the main ways we plan achieve this goal is through a variety of promotional materials. As previously said, these materials can be divided inthree different categories: educational, swag and publications.

Educational materials will include two presentations to be presented to employees. Call center and division employewill view a 10 -15 minute presentation during a break explaining the benefits of Connects. The presentation wdemonstrate how to access the program and how to track their volunteer hours. Sales employees will view an holong presentation at the Whirlpool National Sales Conference that they attend yearly. This program will go moredepth about why volunteerism is important to Whirlpool Corp. and specific ways sales employees can engage desplocation.

Connects swag materials will be presented to all employees. These materials will be small simple items, which displathe Connects logo and slogan as well as website information. These items will help increase awareness for employewith constant access to the Internet. The materials will remind employees to quickly log hours or sign up for a volunteopportunity.The print and digital publications are the final promotional materials that employees will be exposed to, such as flyeor posters around Whirlpool Corp. facilities. These continue to promote awareness of Connects and give employespecific information on how to access the website and log their hours.

Overall, these three materials together will inform employees about Connects and drastically improve their awarene

of the program.

InternWith Western Michigan University, Michigan State University and Lake Michigan College in the vicinity of WhirlpoCorp.s headquarters, finding an unpaid intern would not be a difficult process. This intern would report to CommunRelations and CSR Specialist Andrea Kincaid and would help increase awareness and usage of Connects. This internshwill also provide valuable educational and professional experience.

The intern would be responsible for:

Writing content for the Connects website, specically the volunteer, organization

and event spotlight

Updating and monitoring the Connects website

Performing baseline research of Connects

Assisting in the planning and execution of the semi-annual company volunteer

day, Go Connect!

Attend meetings regarding the Connects program

Attend company-sponsored volunteer events

Other duties as assigned

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The intern should be prepared to work 15 to 20 hours per week and preferably be a junior or senior communicationstudent at an accredited university. They would need to possess strong communication skills, both written and verbal,and be extremely organized and detail oriented. The intern should also be proficient in Microsoft Office and having

experience with Adobe Creative Suite would be a plus. The intern may be given college credit in conjunction with theiruniversity guidelines.

The position would need to be publicized at the previously mentioned universities as well as on Whirlpool Corp.websites. While hiring an intern will require effort in the beginning, the pay-off will be great because the intern will beable to assist in further developing Connects.

See appendix 6 for more information.

Collect with Connects

With the point system provided in appendix 7, the structure may be applied to any in-house volunteer opportunityor donation drive. Once a donation drive is chosen, the drop-off locations within participating Whirlpool facilities forthe donations will need to be established. Employees may then be emailed a breakdown of the points and the timeincrements assigned to each donated item. For example, if an employee donates a coat, a pair of shoes, and twobooks, they will then be able to log two hours and forty-five minutes of volunteer work. The point system may bemodified, depending on the chosen donation drive.

Go Connect!Go Connect! is the semi-annual event held for Whirlpool employees to make a difference in their community. Thecoordinator of this event and the advisory board will select a charity to work with, such as Habitat for Humanity, andWhirlpool employees may sign up to participate on Connects.

For employees to have the opportunity to volunteer but not need to take off a day of work, this event will occur onthe weekend. Whirlpool employees will be given a t-shirt upon arriving at the volunteer site to give them not only anincentive to participate but also a promotional item to wear in the future.

In order to make a large event like Go Connect! successful, the event will need to be well-publicized within thecompany. Our previous tactic of CEO emails and the educational PowerPoint presentations and flyers provide theperfect opportunity to alert employees about the benefits of participating in Go Connect!.

Though Go Connect! may seem like a large undertaking for Whirlpool Corp., many aspects of the planning process

for this event can rest with the Connects intern. The event can also be funded through sponsorships and donations asto not cost the company any money.WHIRLPOOLCONNEC

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Whirlpool Corp. has little to no budget to invest in Connects ($20,000 or less). With that in mind, Sapphire Consultindesigned a campaign that will require minimal funding but still effectively increase awareness and usage of Conneamong Whirlpool Corp. employees. Use of an unpaid intern will allow for completion of several in-house tasks that wdramatically increase the awareness of the program.

Also, printing flyers and any other small publications in-house will cut costs for the organization. The campaigns ontrue expenditure would be on swag items such as t-shirts, koozies, pens, notepads and lapel pins. The budget preparedisplays how Whirlpool Corp. can strategically use its available funding, intern and the contents of this campaign further the organization and its programming.

WHIRLPOOLCONNECTS

May 2013 June 2013 July 2013

STRATEGY: Educate Whirlpool Corp. Employees on Connects

Short Presentation for factory workers and call center employees

Upon hiring call center employees present them with Conects Swag

Use email signature that includes Connects logo and website information

Present hour long seminar at National Sales Conference

Produce publications and media materials for placement

STRATEGY: Drive traffic to Connects

Implement volunteer spotlight on Connects website

Feature upcoming events and organizations

Implement internship position

STRATEGY: Engage workers in participating in volunteer programs

In-house volunteer opportunities with point system

Semi-annual, company-wide volunteer event

Monthly email from CEO to call center employees and sales associates

STRATEGY: Encourage more volunteers with Whirlpool Corp.

Send out press releases about company volunteer efforts


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*Costs and quanity may vary based on company needs and budget.

Quantity Item Price Total

1,000 T-Shirts $7.46 $7,460

1,000 Lapel Pins $1.35 $1,350

1,000 Koozies $1.31 $1,310

1,000 Pens $1.18 $1,180

1,000 Notepads $0.66 $660

Grand Total $11,960*

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Aug. 2013 Sept. 2013 Oct. 2013 Nov. 2013 Dec. 2013 Jan. 2014 Feb. 2014 Mar. 2014 Apr. 2014 May 2014


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Accumulating the results of this strategy is vital to further understanding the usage and awareness of Connects anguide decisions following the campaign.

As stated in earlier research, only 54 percent of Whirlpool Corp. employees in the United States currently log in the Connects website. While this number is impressive, we believe that less than that are actually using the website track their hours. We will use the 54 percent of employees as our benchmark number.

We will evaluate the success of our campaign based on our three objectives. We will look to see if we have increaseawareness of Connects by 20 percent, if 20 percent more employees are tracking their hours and if 20 percent moemployees are using Connects to locate volunteer opportunities. This will give us a picture of the degree to whic

awareness and usage has increased as a result of the campaign.

At the end of the first year of our campaign, we will analyze the number of users and determine if we met oobjectives. We will also place a small survey on the Connects website and distribute through email for participants take. This survey will give us an idea about how the employee became aware of Connects and why they began to uit more frequently. This will allow us to determine what parts of the campaign were most effective.

From the data, we will build hypotheses that will be critical to the future success of Connects. The hypotheses will ghand-in-hand with the results from the surveys, which will provide a cause-effect table.

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WhyVolunteer?

OR

EASON

NEEDED.

Appendix 1: Swag

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Appendix 1: Swag (continued)

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Appendix 1: Swag (continued)

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Appendix 2: Email Signature and CEO Email

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WHY VOLUNTEER?

TO SHARE A SKILLto get to know a communityto demonstrate commitment to a cause

TO GAIN LEADERSHIP SKILLSto have an IMPACT

to learn something new

to be challengedto make new friends

FOR FUN!

TO FEEL GOOD

to be a part of a team

TO TEST YOURSELFTO LEND A HANDto be a part ofchange

TO CO ECT.LOG YOUR HOURS TODAY

Appendix 3: Publications and Media Materials

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Appendix 4: Volunteer Spotlight

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Appendix 5: Events and Organizations Spotlight

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Connects Program Intern- Job Description

Whirlpool Corp. is looking for an intern with excellent coordination and communication

skills, as well as a passion for volunteerism. Whirlpool Corp. is one of the leading

companies in the global home appliance industry and also places an emphasis on

volunteerism and community engagement.

Position Summary

Intern would be responsible for:

- Writing content for the Connects website, specically the volunteer,

organization and event spotlights

- Updating and monitoring the Connects website

- Performing baseline research of Connects

- Assisting in the planning and execution of the semi-annual Company Voluntee

Day event

- Attend meetings regarding the Connects program

- Attend company-sponsored volunteer events

- Other duties as assigned

Qualied candidates must:

-

Have strong writing and communication skills- Be familiar with website content management

- Be detail oriented and able to meet quick deadlines

- Be a team-player

- Have a desire to learn and work hard

- Be familiar with the Microsoft Ofce Suite

- Possess strong organizational skills

- Be available for 15-20 hours per week

- Be of junior or senior standing

- Be a business, marketing, public relations, communications or other applicab

major

Position available for Fall, Spring and Summer semesters.

This internship is non-paid. For class credit, please contact course instructor. To apply

please send resume, cover letter and two writing samples to andrea_r_kincaid@

whirlpool.com.

Appendix 6: Intern Job Description

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Donation Items Qty. Value

Coat 1 4 pointsT-shirt 1 1 point

Pants 1 1 point

Shoes 1 3 points

Canned Food Items 1 2 points

Book 1 2 points

Unused Tooth Brush 1 1 point

Soap 1 1 point

Hair Brush 1 1 point

Socks 1 1 point

Pencils 1 1 point

Pens 1 1 point

Backpack 1 3 points

Notebook 1 2 points

Different Donation

Drive Options

Clothing Drive

Food Drive

Book DriveToy Drive

School Supplies Drive

Hygeine

Points Value

1 point 15 minutes

2 points 30 minutes

3 points 45 minutes

4 points 1 hour

Collect With Connects Donation ChartAppendix 7: Collect with Connects Point System

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281010 Connection Circle | Minneapolis, Minnesota 70806 | (555) 123-4567

Andrea Kincaid, Position Here(555) 123-4567 extension [email protected]

Whirlpool Corporation to host inaugural Go Connect

BENTON HARBOR, MI- Whirlpool Corporations inaugural event Go Connect! will take place on

October 12 from 9:00 a.m. to 4:30 p.m. in multiple locations.

Employees from across the country will team up with Habitat for Humanity as well as area school

districts, shelters and food banks to display Whirlpool Corp.s commitment to volunteerism and the

communities in which it works. Employees are also encouraged to bring their families and friends tovolunteer with them.

While this day of volunteerism is optional for Whirlpool Corp. employees, more than 10,000 employ-

ees are expected to participate, with most of these employees coming from the Michigan and Tenne

see facilities. Employees in Ohio, Oklahoma and Iowa will also participate.

Whirlpool Corp. was founded in 1911 with a commitment to building and strengthening the communi-

ties in which its employees live and work and that commitment remains to this day. With a well-

established history of supporting mentoring programs, diversity networks and community develop-

ment efforts, Whirlpool Corp. formalized its employee volunteerism program, Connects, on Novembe

11, 2011.

So far in 2013 Whirlpool Corp. employees have spent more than 225,000 hours volunteering for mo

than 75 different charities. These volunteer activities include events similar to the Go Connect! event

but also include opportunities which target specific skills sets such as marketing, accounting, graphic

design, construction and more.

Whirlpool Corp. employs 22,000 individuals in the United States and includes six major home appli-

ance brands: Amana, Gladiator, Jenn Air, KitchenAid, Maytag and Whirlpool.

For more information on the Go Connect! event or any of Whirlpool Corp.s volunteer efforts, contact

Andrea Kincaid at 269-923-7496 or [email protected].

06/16/13: FOR IMMEDIATE RELEAS

Appendix 8: Press Release

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Appendix 9: Logos

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Evaluation Survey

1. On average, how often do you access the Connects website?

a. Once per day

b. Once per week

c. Once per month

d. Once every other month

e. Once every six months

f. Once a year

g. I have never accessed the Connects website.

2. What encouraged you to begin accessing the Connects website?

a. A presentationb. Flyer

c. Email from CEO

d. Swag

e. In-house volunteer opportunities

f. Colleague

g. Boss

h. I have never accessed the Connects website

3. In the last year, have you track your volunteer hours on the Connects website?

a. I track all of my volunteer hours through Connects

b. I track the majority of my volunteer hours through the Connects website

c. I do volunteer but do no track my hours on the volunteer website.

d. I do not use the Connects website.

4. In the last year have you use Connects to locate volunteer opportunities?

a. Yes

b. No

5. If you have not accessed Connects, is it due to:

a. Little to no access to the Internet

b. Participation in volunteer events outside of Connects

c. Lack of time to volunteer

d. Confusion related to the Connects website and login process

e. Lack of interest in volunteer effortsf. Other: _______________________

Appendix 10: Evaluation Survey

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3. http://www.whirlpoolcorp.com/100/history.aspx#4




7. http://www.whirlpoolcorp.com/about/strategy.aspx

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8. http://www.whirlpoolcorp.com/about/history.aspx9. http://www.whirlpoolcorp.com/about/overview.aspx

Page 610. 2009-2012 Employee Engagement Survey Results

11. 2009-2012 Employee Engagement Survey Results

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