STRATEGIC HRM

SUBMITTED TO
PROF. RASHMI GOPINATHAN

SUBMITTED BY
SHWETA JHA (ROLL NO. 52)
 WHAT IS SHRM?
 Strategic human resource management
has been defined as ‘the linking of
human resources with strategic goals
and objectives in order to improve
business performance and develop
innovative organizational culture that
foster innovation and flexibility.
HR STRATEGY
OPTED BY
“WHIRLPOOL”
 April 25, 2006 ,Whirlpool Corporation
net sales = US$3.5 billion
 net earnings during that period =
US$118 million
 Analysts attributed this increase to the
company's innovative products.
 Whirlpool had come a long way from where
it had been in the late 1990s .

 According to analysts, this was a direct

result of the stagnation in its product line
caused by very little attention being paid to
innovation.
 Top management’s conclusion by late
1999 - cut 10% of its international
workforce and initiate restructuring of its
global operations.
HR Strategy used by “Whirlpool”
 Efforts by “David R. Whitwam”, chairman
and CEO of Whirlpool, in 2000.

 change in the company's corporate culture

and embed innovation as a core
competency.
 Mr. Whitwam’s organizational goal -
Increase sales and customer loyality within
2 years.

 HR strategy : to make “innovation” a “core

competency” at Whirlpool.
Steps taken to align the organizational
goal with human resource:
 In late 1999, HR dept started the innovation
initiative by inviting ideas from all the
employees.

 25 best employees from the company's

European arm sent to the headquarter at
Italy.
 Their assignment - brainstorm and come
out with ideas regarding new products or
services.

 "I-box" strategy.
 RESULT
 revenues from innovative products were
almost US$800 million in 2005 as
compared to just US$10 million in 2001.
 The share price had also doubled.
 Between 2003 and 2005, Whirlpool's
revenues had grown at an average of 9%
per annum
 As of April 2006, Whirlpool's innovation
pipeline had 568 projects under
development of which 195 were being
scaled up for commercial launch.
 The company expected these new
appliances to rake in another US$ 3.3
billion in annual sales once they were
launched
 CONCLUSION
 HR strategies when aligned with the
business goals of the organization, at
whirlpool, worked as a turnaround strategy
and changed the face of the company
completely.
 Every organization can thus, rely on the HR
strategies partially, if not completely, and
create the magic of success.
Thank You.