Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent

DESIGN AND APPROACH

Phase I—Leadership Competency Development

In 1999, Whirlpool Corporation began development of its leadership competencies, which became known as the Whirlpool Leadership Model. The model was developed with active leadership participation and input from the company’s executive committee and then-chairman David Whitwam.

The goal of the Leadership Model (Figure 14.1) was to provide a common language for leadership around assessing and developing employees, managing talent pool and succession planning, and assessing external talent for acquisition. The model is unique to Whirlpool Corporation as it defines who is wanted as a leader, what leaders are expected to do, and how they are expected to perform. The “who,” “what,” ...