Employees

Professional Development

Whirlpool Corporation believes an employee’s development and growth fosters an engaging work environment where individuals can contribute to their fullest. Because of this, the company offers an array of distinctive opportunities for development and growth. The professional development structure includes learning and growth opportunities in Innovation, Customer Excellence, Operational Excellence and key functional and technical skills.

Some examples include:

  • Whirlpool Corporation offers a series of classroom and project opportunities to learn new skills in the area of Innovation. In the classroom, the employee is instructed in new tools and approaches that develop innovative consumer solutions. After their coursework, employees engage in activities that enable them to apply what they learned to one of the many innovation projects at Whirlpool.
  • Whirlpool Corporation provides five levels of training to employees as part of its “leading the Whirlpool enterprise” (LWE) training that are targeted to the employee’s management level. The courses focus on developing individual leadership capabilities and skills to help transform the company into a customer-focused enterprise. More than 10,000 employees worldwide have completed the courses.
  • Whirlpool Corporation has an educational reimbursement program that is designed to reimburse eligible U.S. employees for costs associated with obtaining undergraduate and graduate degrees.
  • Whirlpool Corporation offers the opportunity for employees in the United States and Canada to earn an associate or bachelor’s degree on-site with no up-front out-of-pocket expense. More than 400 employees have or are pursuing degrees.

Diversity also is a strategic cornerstone at Whirlpool Corporation. Employees are given the opportunity to participate in interactive workshops to discover the power of inclusion and the necessity for a diverse workforce.

Global Leadership Development

Whirlpool Corporation’s commitment to developing leaders is one of the fundamental elements of our global people development strategy.

The company’s leadership develop has been recognized by- several third-party organizations. In 2007, Whirlpool was named to the list of “Top Companies for Leaders” by global human resources consulting firm Hewitt Associates and Fortune magazine, ranking 12th for North America and 15th globally. Whirlpool Corporation Chairman and CEO Jeff M. Fettig also was honored with the 2007 Human Capital Advantage Award, which recognizes a leading chief executive who has displayed excellence in human capital management while increasing shareholder value.

Whirlpool offers impactful leadership development experiences in the classroom, as well as mentoring and executive coaching. The company’s leaders are provided opportunities to receive feedback through individual and organizational assessments. For example:

  • Whirlpool Corporation provides five levels of training to employees as part of its leading the Whirlpool enterprise (LWE) training that are targeted to the employee’s management level. The courses focus on developing individual leadership capabilities and skills to help transform the company into a customer-focused enterprise. More than 10,000 employees worldwide have completed the courses.
  • Mentoring also is a key element in developing leadership skills at Whirlpool Corporation. Leaders have opportunities to mentor other leaders as well as having a mentor for themselves. Mentors and mentees develop a rich relationship that can provide both of them with a powerful learning experience.

Increasing Diversity and Inclusion

Whirlpool Corporation recognizes the importance of diversity with inclusion and has identified it as a critical part of the company’s strategic architecture. Diversity with inclusion is a core enabler for our current and future success and helps employees develop better solutions for customers, thus delivering better financial results. Diversity also is a key factor in recruiting and retaining the talent needed to remain competitive in a competitive global marketplace.

Whirlpool cannot succeed in an increasingly diverse and complex world, unless we embrace diversity at a very deep level. Accordingly, the company continues to be proactive in gathering and considering different points of view in its business, as well as creating an inclusive environment throughout the organization.

We are committed to diversity with inclusion because it helps us achieve better results for our customers, shareholders, and employees. It is the right thing to do.

Diversity Representation

Diversity with inclusion is a core enabler for our current and future success and helps employees develop better solutions for customers, thus delivering better financial results. Diversity also is a key factor in recruiting and retaining the talent needed to remain competitive in a competitive global marketplace.

Women at Whirlpool

In 2007, approximately 13 percent of Whirlpool senior executives and 18 percent of Whirlpool mid-level managers were women worldwide. In the United States, approximately 5 percent of Whirlpool senior executives and 10 percent of Whirlpool mid-level managers were minorities.*

Developing talent and ensuring that talent is diverse is a priority for Whirlpool Corporation, as it is important to develop and promote future leaders that will enable the company to grow. In 2007, approximately 13 percent of Whirlpool senior executives and 18 percent of Whirlpool mid-level managers were women worldwide. In the United States, approximately 5 percent of Whirlpool senior executives and 10 percent of Whirlpool mid-level managers were minorities.*

We want to further develop and advance the careers of women and minorities by providing them with the experiences and leadership development opportunities needed to be successful. For that reason, Whirlpool offers the "Leading at the Next Level" program. This initiative accelerates the development of top talent employees at the director and manager level to aggressively fill the leadership pipeline, ensuring that the next level of leadership accurately reflects the diversity of the company’s consumers. This is a process that takes time, focus and commitment in order to build a strong and deep supply of diverse talent that will ultimately allow us to have appropriate representation at all levels of the company.

*Diversity information varies country by country and thus the only diversity component we can legally track globally is gender.