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Sustaining Employer Branding at Whirlpool of India Ltd.

CASELET, HUMAN RESOURCE MANAGEMENT
ET Cases, 8 Pages

Case Preview

Sustaining Employer Branding at Whirlpool of India Ltd

It was 7.15pm in the evening, Mr. Rehan Mehta (Rehan), Vice President, Whirlpool of India Ltd., was busy meeting guests at the company’s annual meet dinner. All the  arrangements were perfect. Employees were enjoying themselves in different groups. Mr. Sanjeev Oberoi, CEO made a sudden announcement.

“Good evening ladies and gentlemen! It brings me immense pleasure to congratulate you all for the exemplary performance in this financial year and because of your combined efforts, the stock prices are at INR7801. I appreciate the initiatives and new practices adopted by Rehan for the organization. A big round of applause for Rehan.”

Everyone was praising Rehan and his well thought actions for managing employees through employer branding. Rehan was very happy and he soon was in his own  reverie reflecting his journey at Whirlpool since his joining............





1 “Whirlpool Annual Report 2014-15”, https://www.whirlpoolindia.com/PDF/whirlpool_annual_report_14-15.pdf, 2015, page 14

Teaching Note Preview

Sustaining Employer Branding at Whirlpool of India Ltd.

Synopsis

The caselet enables a discussion on the employer branding initiatives adopted by Whirlpool of India Ltd., for employee engagement and leadership effectiveness. The caselet illustrates the process of developing and manifesting its employer branding program. The initiatives taken were a huge success which reflected at the bottom-line of the company as well and helped create a best employer image for Whirlpool of India Ltd. The later section of the caselet brings up the issue of  sustaining employer branding initiatives at Whirlpool, as it requires consistent efforts to maintain the position of best employer.

Prerequisite Conceptual Understanding

For either of the groups, the caselet presupposes knowledge of basic Organizational Behavior and Human Resource systems along the following lines:

  • *Broad roles of the human resource function in a typical organization, such as recruitment, performance management, payroll, maintaining concierge services, etc.
  • *Different kinds of benefits, allowances and compensation practices
  • *Work facilitation expectations of employees as regards autonomy, job design, work resources, timely communications from the HRM department and top management regarding company policies
  • *Career management and personal growth resources for employees such as trainings, tours, etc.

 

Case Positioning and Setting

The caselet is meant for postgraduate students of business and management courses. It can also be used as a thought stimulating exercise for early career  human resource executives. It can be used in ‘Strategic Human Resource Management’, ‘Employee Engagement’ and ‘Employer Branding’ courses in these  programs.

Expected Learning Outcomes

  • *Appreciating the novel concept that the HR department needs to treat its internal stakeholders or employees as customers and the imperative to craft an Employee Value Proposition (EVP)
  • *Understand the concept of Strategic Human Resource Management (SHRM) and to appreciate that top management support is vital to implement any large organization-wide initiative
  • *Conceptually understanding how broad organizational philosophies such as how it wants to treat its employees can be translated into actionable points in the form of ‘processes’ and ‘practices’
  • *Learning about the various employee related aspects that an employer branding program should address OR what are the components of a successful  employer branding program
  • *Learning about the various metrics or indicators that the HR function utilizes to check the health of the organization’s human capital
  • *Understand the concept behind HR metrics, their usage and their integration with organizational strategy


Teaching Plan

Prior to the caselet discussion students may be divided into groups of 4 to 6 and be asked to choose any one of the many other companies in ‘the best places to  work for’ list and visit their personnel practices sections to find out more about the employment culture of the company. The caselet might be introduced by inviting one-third of the groups to air their views about what HR practices, they believe, makes the particular company of their choice a desirable employer.  These views must be tabulated on the class board as a laundry list of ‘pre-caselet discussion items’. The second one-third of the groups might then be invited  to discuss in detail the initiatives taken at Whirlpool and explore in detail, the nuances of Exhibit IV of the caselet. Finally, the last one-third of groups may be  invited to critically comment on the viabilities of the items in the aforementioned Exhibit IV of the caselet according to the criteria given in Exhibit (TN)-III of this  note and thence integrate each of the pre-caselet discussion item to the said four groups. The pre-and post-caselet discussion time slots may be limited to 10  minutes each and the rest major chunk of time (approx. 25 minutes plus) devoted to Whirlpool itself. The details provided in the ‘Case Analysis’ section may be incorporated into the instructor’s PowerPoint presentation to aid and guide the class discussion.

Assignment Questions

The following questions will facilitate a more nuanced discussion of the caselet:

I. Can you relate the Stakeholder management theory to the issue of managing the external and internal stakeholders for the HR function of an organization?

II. Which organizational theory out of the following (whether partially or fully) would you say best characterizes the central tenets of this caselet:

       a. Theory X, Theory Y, LMX, Theory Z?

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Product code: HRM-2-0053, HRM-2-0053A

Abstract

In times of globalization, organizations are facing a tough time in managing human capital. Employer branding is being used by various organizations to attract and retain the best of talent and to combat the increasing attrition rate. The caselet enables a discussion about employer branding activities adopted by Whirlpool for employee engagement and leadership effectiveness. The caselet aims to present a scenario illustrating as to how employer branding practices under an effective leadership can lead to an increase in the revenue of the organization. The caselet depicts the procedure of creating and ascertaining its employer branding program. The activities taken were a colossal achievement and fashioned the best employer image for Whirlpool of India Ltd. The later segment of the caselet conveys the solution for the issue of sustaining the employer branding activities at Whirlpool in order to preserve its position as best employer.



Pedagogical Objectives

  • To develop appreciation of the employer branding initiatives adopted by Whirlpool of India Ltd.
  • To provide an insight to sustain the success of the employer branding program in long term
  • To convey the concept of the Employee Value Proposition as a Human Resource Management (HRM) tool
  • To build awareness about the importance of maintaining stakeholder relationships and getting top management support in successfully executing a strategy
  • To convey the concept behind HR metrics, their usage and their integration with organizational strategy

Case Positioning and Setting
The caselet is meant for business and management courses. It can also be used as a thought stimulating exercise for early career human resource executives. It can be used in ‘Strategic Human Resource Management’, ‘Employee Engagement’ and ‘Employer Branding’ courses in these programs.



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- Abstract
- Caselet
- Teaching Note (**ONLY for Academicians)
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