WHIRLPOOL CORPORATION CONFIDENTIAL 1

INDIA’S BEST EMPLOYER: BRANDING INITIATIVE

Sarthak Raychaudhuri Vice President – HR, Asia South

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

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.

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.

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?

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.

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.

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

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 Employer Brand Slogan

Making the promise -

communicating

Delivering on the promise - Experiencing

Creating the

identity

Cc-

Op

ex m

eth

od

olo

gy u

sed

Duration – 9 months Duration – 3 months Duration - Ongoing

What Differentiat

es Us

Strategic Objectiv

es

What We Want to

Be Known For

Validation by India leadershi

p team

Revalidation by internal employees using same

research method

HOW DID WE DO IT?

WHIRLPOOL CORPORATION CONFIDENTIAL 10

0 10 20 30

Pay

Interacting with

public

Flexibility to do 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

Organization values/mission

Equal opportunities Policy

Location

International Opportunities

Salary and Benefits

Culture/Environment

Training and development

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

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

WHIRLPOOL CORPORATION CONFIDENTIAL 12

RESEARCH SAMPLE

The sample included all functions, all grades and all geographies to ensure best representation of our workforce

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

WHIRLPOOL CORPORATION CONFIDENTIAL 14

WHAT MAKES US UNIQUELY WHIRLPOOL? QUALITATIVE RESEARCH

Creating an identity for ourselves, based on our differentiated strengths

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 Employer Brand Slogan

Making the promise -

communicating

Delivering on the promise - Experiencing

Creating the

identity

Cc-

Op

ex m

eth

od

olo

gy u

sed

Duration – 9 months Duration – 3 months Duration - Ongoing

What Differentiat

es Us

Strategic Objectiv

es

What We Want to

Be Known For

Validation by India leadershi

p team

Revalidation by internal employees using same

research method

HOW DID WE DO IT?

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)

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

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.

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’

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.

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 Employer Brand Slogan

Making the promise -

communicating

Delivering on the promise - Experiencing

Creating the

identity

Cc-

Op

ex m

eth

od

olo

gy u

sed

Duration – 9 months Duration – 3 months Duration - Ongoing

What Differentiat

es Us

Strategic Objectiv

es

What We Want to

Be Known For

Validation by India leadershi

p team

Revalidation by internal employees using same

research method

HOW DID WE DO IT?

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

WHIRLPOOL CORPORATION CONFIDENTIAL 23

COMMUNICATION COLLATERALS – BLUE BOOK

WHIRLPOOL CORPORATION CONFIDENTIAL 24

COMMUNICATION COLLATERALS – POSTERS

WHIRLPOOL CORPORATION CONFIDENTIAL 25

POST-IT NOTES

DANGLERS

COMMUNICATION COLLATERALS – ENVIRONMENTAL GRAPHICS

WHIRLPOOL CORPORATION CONFIDENTIAL 26

COMMUNICATION FROM CEO ON LAUNCH

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

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

Imp

act

High

High

Low

Low

* This is not an exhaustive list

Deliver on each value proposition by offering choices

IDENTIFYING AND PRIORITIZING INITIATIVES

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

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

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

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

WHIRLPOOL CORPORATION CONFIDENTIAL 33

SOME EXAMPLES TALENT ATTRACTION – ON CAMPUSES

WHIRLPOOL CORPORATION CONFIDENTIAL 34

POLICY REFRESH

WHIRLPOOL CORPORATION CONFIDENTIAL 35

WHIRLPOOL CORPORATION CONFIDENTIAL 36

PRACTICE REFRESH

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

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

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

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

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

WHIRLPOOL CORPORATION CONFIDENTIAL 43