Performance Differentiators

50 %
50 %
Information about Performance Differentiators
Business & Mgmt

Published on January 31, 2009

Author: siddharth4mba



Performance Differentiators

Performance Differentiators in Talent Acquisition 2008 Universum Awards Kristen Weirick Director, Talent Acquisition

• 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 2 2 Whirlpool Confidential 09 January 2008

Performance Differentiators 3 3

Why differentiate? 4 4

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! 5 5

World Population Trends World population in 2007 : 6.6 billion World population in 2015 : 7.2 billion 2007 2015 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%) Source : U.S Census Bureau 6 6

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. 7 7

8 8

Employer Branding 9 9

10 10

Why do companies brand products and/or services? Why “brand” your company? 11 11

The Employer Brand The perception of your company as an employer and the value that employees derive from working there External Internal Brand Brand Image Image Promoting the internal Promoting the external brand drives retention, brand drives recruitment engagement and productivity 12 12

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 13 13

Employer Branding Awareness…Yesterday and Today Google search results for “employer branding” 14 14

The Value of a Great Brand External Value Internal Value •Increased quality & quantity •Increased employee of recruits engagement •Employer of choice •Higher employee recognition productivity •Sustained competitive •Employees “feel good” differentiation in the talent INCREASED about the Company marketplace SHAREHOLDER •Increased retention of the •Lower recruiting & VALUE best talent advertising costs •Increased referrals from •Increased referrals top talent •Increased product sales •More time to focus on and marketing assessment as opposed •Higher levels of customer to sourcing satisfaction & loyalty 15 15

Key Functional Alignments Brand Corporate Human Organization Communications Resources Deep functional Access and resource “Keepers” of competence and to internal and external company culture, brand-building brand communication work environment expertise channels and organization development Message clarity, constancy, consistency and differentiation provide greatest impact across brand stakeholders 16 16

The “C’s” and a “D” • Clarity Solid brand positioning defining rational and emotional components, benefits and “reasons to believe” • Constancy/Continuity 1905 1931 1950 1963 1994 • Consistency The appeal of a brand can only be sustained if the product or service delivers on its promise • Differentiation 17 17

#6 #1 Systematic, Focus on MODIFY DISCOVERY iterative research and approach current/target brand alignment Six Critical Steps to #5 #2 Successful MONITOR ALIGNMENT Employer Branding Target brand #4 #3 collateral and LAUNCH DEVELOPMENT capability with sustainable launch strategy 18 18

We know who we are. Who do we want to be? 19 19

Whirlpool Brand Positioning Sense of personal fulfillment Emotional from caring for others Innovative solutions that help her be incredibly productive Rational Save time Manage Space Eco-Efficiency and effort 20 20

Whirlpool Employer Brand Positioning Compelling Experiences Shape the future of our company Rich Heritage Winning Strategy Spirit of Winning and Values 21 21

Employer Brand Development • Build sustainable plan for systemic internal and external brand development and launch Short Term - Perception Long Term - Systemic • Organizational plan to • Target perception-based issues achieve target brand position • Recruitment advertising, collateral and targeted PR • Tool and capability development to deliver the “target brand • Internal awareness building experience” 22 22

Short-Term Perception Management The appliance industry is not “sexy”. 23 23

24 24

25 25

26 26

Long-Term/Systemic: Structure, Process & Capability Recruitment & Alumni Selection Process Affiliation Departure New Hire Process Welcome Talent Pool Job/Functional Process Orientation Compelling Employee Career Management and Organizational Experiences Ownership Orientation Employee Growth Employee & Development Engagement Role Challenge Recognition and and Purpose Employee Rewards Performance & Productivity 27 27

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” 28 28

Operational Excellence 29 29

Operational Excellence Critical Processes Exceptional Candidate Experience (ECE) Initial Candidate Candidate Engagement Candidate Closings Process Overview Onboarding Touchpoints 30 30

Exceptional Candidate Experience Website 31 31

32 32

Add a comment

Related presentations

Canvas Prints at Affordable Prices make you smile.Visit http://www.shopcanvasprint...

30 Días en Bici en Gijón organiza un recorrido por los comercios históricos de la ...

Con el fin de conocer mejor el rol que juega internet en el proceso de compra en E...

With three established projects across the country and seven more in the pipeline,...

Retailing is not a rocket science, neither it's walk-in-the-park. In this presenta...

What is research??

What is research??

April 2, 2014

Explanatory definitions of research in depth...

Related pages

Differentiators | Teleperformance

Check out these five reasons why Teleperformance is the most reliable partner for building relationships with your consumers.
Read more

The Impact of Performance Differentiation |

Performance differentiation can have a major impact on a business. The practice of ranking employees by performance -- if nothing else -- results in ...
Read more

Performance Management | Teleperformance

Differentiators / Performance Management; ... The implementation of worldwide best practices increases performance and quality by enabling leaders to ...
Read more

High-Performance Teams: A Crucial Differentiator of ...

Building teams, much less high-performance teams, requires rigor. The most effective organizations begin with a common purpose, clear roles, and competent ...
Read more

Performance differentiators: ipc vs. variable primary systems

Performance differentiators white paper ipc vs. variable primary systems 5 With this new control approach, an all-variable speed plant is now possible.
Read more

The New Differentiators in Performance Management

Having had the pick of the plethora of independent vendors that used to populate the Enterprise Performance Management space, the three mega-vendors, IBM ...
Read more


KEY DIFFERENTIATORS Consistent performance and a tradition of trust. For more than a century we’ve earned our clients’ trust by living up to our ...
Read more

How do I differentiate performance? - Toolbox for HR Groups

How do I differentiate performance? Laxmi Karunya asked Mar 26, ... Could you help me with some things that can be used as differentiators of performance ...
Read more

Technical Comparison of Oracle Database vs

Technical Comparison of Oracle Database vs. IBM DB2 UDB: Focus on Performance INTRODUCTION This paper reviews the most significant differences between the ...
Read more