When Whirlpool identifies supervisors that seem to be “up and comers,” they are invited to participate in Leading People, a leadership training program. The catch is, they’re required to bring their manager too.

This unique employee development program has its roots in an online training program started in 2009 called Foundations of Whirlpool. It included nine 30‐minute modules designed to encourage employees to embrace Whirlpool’s strategic emphasis on growth and innovation. The modules are used in onboarding new employees and for employees preparing for advanced classes at Whirlpool University, the training and development of Whirlpool. 

The Foundations of Whirlpool training was successful in focusing employees on strategy through the recession. Staying true to the strategic focus on innovation, the learning leaders at Whirlpool University built on the success of “Foundations” to develop Leading People, a management training program that would reinforce the behaviors as the supervisors learned them. They felt the best way to do this was to train managers in a separate leadership program called Coaching to Win, designed to develop coaching strategies that empower supervisors and motivate them to apply their newly learned skills. 

The program is an example of Whirlpool’s “Closed Loop Learning Method” that combines online learning modules, face‐to‐ face classroom experiences, immediate application of new skills in the workplace, and a manager that holds the learner accountable. According to Whirlpool University Director Tamara Patrick, “In the past, we would bring leaders in to a classroom for three days and teach them basic supervisory skills. Then, we sent them back to the job and never talked about again.”

The Closed Loop strategy spreads the coursework of Leading People out over a 12‐month period. Students begin by completing e‐learning modules on leadership skills, participating in face‐to‐ face classes at Whirlpool U and in collaborative exercises with classmates. Learning is followed by a several month break to allow participants time to practice their skills in the workplace and work on projects with classmates. The process repeats over 12 months, culminating in a presentation to their managers and Whirlpool senior leaders. Patrick explains, “It’s a really powerful combination that is reshaping our approach to learning and development.

Questions: 

1. Discuss how each of the levels in Kirkpatrick’s model could be applied to the Leading People supervisor training. Explain which would be the best indicator of the effectiveness of the program.

2. Evaluate the “Closed Loop Learning Method.” Which of the training methods in the chapter does it seem to incorporate? What training method would you add to the “Closed Loop Learning Method” and why?

3. How do you feel the involvement of the managers influences the success of the Leading People program?

4. Apply the concept of the “Learning Organization” to supervisor training at Whirlpool. How well does the concept describe Whirlpool? 

5. Research: Find other organizations that have their own “University” to administer employee training and development. What types of programs do they offer? Who is invited to attend?