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In this assignment, you will analyze a case study about Whirlpool, a company that has a history of effective training and development of its management staff. However, with the economic downturn and large layoffs, Whirlpool was faced with some challenging obstacles. You will investigate the training process that Whirlpool implemented and the results they realized as you consider whether the outcome was positive or concerning.

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    Chapter 7: Training and Development: Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle Book Title: Managing Human Resources Printed By: Krishna Patel ([email protected]) © 2016 Cengage Learning, Cengage Learning

    Chapter Review

    Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle

    Most Americans are familiar with Whirlpool. Whirlpool, which is based in Benton Harbor, Michigan, and has been in business for more than century, is perhaps best known for the washers and dryers it makes. But the company also makes refrigerators, freezers, and cooking appliances that it sells under various other brand names around the world (Amana, Maytage, KitchenAid, and Roper are some of them).

    Perhaps it’s not surprising that given the length of time it has been in business, up until 2008, Whirlpool University, the company’s 100-acre learning division located at its corporate headquarters, had relied on a centuries-year-old teaching method: traditional, lecture-based learning in a classroom. Whirlpool didn’t online training. A series of 30-minute modules are now used to help familiarize and onboard new hires. In addition, Whirlpool began taking a “closed-loop” approach to training. For example, instead of just doing popular types of training other companies were doing, Whirlpool began surveying managers to find out what types of training Whirlpool truly needed and what types it didn’t and then designing training programs based on those specific needs.

    Because they are central to the training and development of their employees and in the best position to observe and coach rank-and-file employees, Whirlpool began first focusing its training efforts on managers. The company did so by implementing a 12-month-long intermittent training program called Leading People. “In the past, we would bring leaders into a classroom for three days to teach them basic supervisory skills. Then, we sent them back to the job and never talked about it again,” Patrick says.

    Instead of just classroom training, the Leading People program consists of blended learning, including pre-work modules managers do online, followed by classroom training, business projects, and seminars with top managers. A manager’s direct reports provide an initial baseline assessment of his or her skills, and then the manager is assessed again following the training.

    As part of the training, managers are given tips and guidelines to help encourage employees to in think e-learning was engaging enough to be effective, especially when it came to supervisors and managers, says the university’s director, Tamara Patrick.

    The last economic recession changed all that. Sales of appliances fell throughout the economy, and Whirlpool was forced to lay off thousands of workers. Although budgets were being slashed, Whirlpool had a pressing need to develop managers who could lead the company through the downturn. At that point, Whirlpool’s CEO, Jeff Fettig, insisted

     

     

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    Whirlpool University find ways to deliver training that would have a measurable impact at a lower cost.

    To help meet that goal, the university invested in a learning management system and began conducting turn learn and leverage new acquired skills and assess their impact. The managers are then later surveyed as to how well the training is working and what can be done to improve it. In other words, there is a feedback system in place, hence the “closed- loop” moniker. That way, the design, delivery, and redesign of the training is a continuous circle and constantly being improved over time, says Patrick.

    James Crawford, in Whirlpool’s Chicago division, said the training helped him become a better leader. “It helped me pinpoint weak spots in my leadership practices and then gave me a strategy for turning those weaknesses into strengths,” Crawford says.

    Questions

    1. Why are a needs assessment and ongoing training important for firms like Whirlpool to conduct?

    2. Is focusing on training managers and supervisors prior to training rank-and-file employees a good strategy for Whirlpool?

    Source: Garry Kranz, “Whirlpool Adopts E-Learning for Leadership,” Workforce (November 14, 2012),

    http://www.workforce.com; Tamara Patrick, “Unleashing a Learning Partnership with Managers,” ATD (August

    16,2012), http://www.astd.org; Tamara Patrick, “Whirlpool University Re-Invents in the Face of the Recession,”

    Management Innovation Exchange (September 16, 2011), http://www.managementexchange.com.

    Chapter 7: Training and Development: Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle Book Title: Managing Human Resources Printed By: Krishna Patel ([email protected]) © 2016 Cengage Learning, Cengage Learning

    © 2021 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means – graphic, electronic, or mechanical, or in any other manner – without the written permission of the copyright holder.

     

    http://www.managementexchange.com/

     

    MGT 3320: Human Resources

     

     

    Module 3 Case Study: Exploring Alternative Ways for Training

    Guidelines and Rubric

     

    Overview:

    Whirlpool has a history of effective training and development of its management staff. However, with the economic downturn and large layoffs, Whirlpool was faced with some challenging obstacles.

     

     

    Prompt:

    Case Study 1: Whirlpool Mixes Up Its Managerial Training: Closed-Looped Method Brings Learning Full Circle, in Chapter 7 of your text investigates the training process that Whirlpool implemented and the results they realized. In this assignment, you will review this case and consider whether the outcome was positive or concerning.

     

    Specifically, be sure to address the following:

    · Decide whether the company should continue to focus on its training and development at its corporate complex, and explain why

    · Evaluate whether Whirlpool’s justification for this expense when it has laid off staff is valid

    · Recommend alternative measures that Whirlpool could develop to conduct effective training at a lower cost

     

     

    Guidelines for Submission:​ Your written analysis must be submitted as a Microsoft Word document, 2-5 pages in length, with double spacing, 12-point Times New Roman font, one-inch margins, and any resources used must be cited in APA format.

     

    Instructor Feedback:​ This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center.

     

     

     

     

    Rubric

    Criteria Exemplary (100%) Needs Improvement (75%) Not Evident (0%) Value
    Decision

     

    Decides whether the company should continue to focus on its training and development at its corporate complex, and explain why. Explains whether the company should continue to focus on its training and development at its corporate complex, but

    lacks in detail, clarity, or contains inaccuracies.

    Does not decide whether the company should continue to focus on its training and development at its corporate complex, and explain why. 30
    Evaluation Evaluates whether Whirlpool’s justification for this expense when it has laid off staff is valid. Evaluates whether Whirlpool’s justification for this expense when it has laid off staff is valid, but lacks in detail, clarity, or contains inaccuracies. Does not evaluate whether Whirlpool’s justification for this expense when it has laid off staff is valid. 30
    Alternative

    Measures

    Recommends alternative measures that Whirlpool could develop to conduct effective training at a lower cost. Recommends alternative measures that Whirlpool could develop to conduct effective training at a lower cost, but lacks in detail, clarity, or recommendation is inappropriate. Does not recommend alternative measures that Whirlpool could develop to conduct effective training at a lower cost. 30
    Mechanics No grammar or spelling errors that distract the reader from the content. All sources used are cited using APA Style, 6th ed. Minor errors in grammar or spelling that distract the reader from the content. All sources used are cited using APA Style, 6th ed. Major errors in grammar or spelling that distract the reader from the content and/or errors made in citing sources using APA Style, 6th ed. 10
        Total 100%

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