As the globalization started spreading its wings, Whirlpool also became able to establish itself in the emerging market across the world, in UK, in Latin America and in Asia. The highly competitive global market required proper coordination between the executives, management and the working force so that the corporation may provide enough attention for the requirements of the global consumers. With the diversification of the market, the consumer base of Whirlpool also diversified. Soon Whirlpool was making deals and acquiring divisions of appliance manufacturers in the European and Asian market (Arthur, 1991). In order to maintain the pace of development and to sustain the consumer base, it was necessary for the company to provide enough attention for the highly diversified requirements of the consumers throughout the globe. The major issue was to provide platform that will allow the global and domestic managers of Whirlpool to coalesce and integrate to work as one international team ready and available to solve all the issues and requirements of the global consumers. For achieving this ability, Whirlpool needed a much better leadership that could gather a talent base of employees both on the domestic level and on the international level and could arrange them work together to achieve higher results (Arthur, 1991).

Q 4) Discuss how Whirlpool used metrics to improve the quality of talent hired.

It was necessary for the Whirlpool Company to not only to gather the best available talent to work with the corporation with such a dedication as if the corporation is actually owned by the employee themselves. The management knew that the more dedication they will achieve from the highly able and talented workforce they had gathered up, the more benefits will be enjoyed by the company as whole. To achieve this, the company employed certain HR practices that promoted the employees to feel like working for their own profits. They were rewarded to perform better. Whirlpool management used the metrics in perfect way to not only improve the quality of talent of its employees but also to sustain its talent pool. By 1996, Whirlpool Corporation bought two controlling units of the home appliance industry in India and it bought four such major player...

It was also required to constantly provide enthusiasm for the employees to remain with the Whirlpool. Metric system provided a way to sustain the best talent and again, the system adopted by the management of Whirlpool to encourage the workers to improve their own talent to provide better services and greater rewards (Cutler, 1998). Along with that, the Whirlpool corporate management has identified two key metrics namely, forecast accuracy and demand variability (Sagar, 2004).
Q 5) Discuss future consideration at Whirlpool related to managing and sustaining talent.

Apart from promoting the better and higher talent and allowing the employees to improve their skills and talent further to achieve higher profits, Whirlpool Corporation also provide excellent training facilities that help the corporation to sustain its talented working force. Whirlpool is a global player in home appliance industry with many trade partners across the world. To assist its employees, the Corporation provides internal Whirlpool training so that the employees may attain higher skills to manage with the increasingly competitive environment of the market and in addition, the corporation also facilitates trade partner training (Sagar, 2004).