WHO

Do You Connect With?

Dionell McNeal Andrea Chavez TuVy Nguyen Amelia Tritico

Table of Contents
.......................................................................1 Situational Analysis.......................................................................2 Primary Research.........................................................................3 Secondary Research.......................................................................4 Target Audience...........................................................................6 SWOT (Strength, Weaknesses, Opportunities, Threats).................................8 Campaign..................................................................................9
Executive Summary Key Message Goal Objectives Strategies Tactics Rationales Media Timing

............................................................................15 Budget...................................................................................16 Evaluation................................................................................17 Conclusion...............................................................................18 References................................................................................19 Appendices...............................................................................20

Campaign Team Andrea Chavez Amelia Tritico TuVy Nguyen Donnie McNeal

Executive Summary
Who is Whirlpool? Whirlpool Helps Others.
Whirlpool Corporation has a unique set of values, with volunteerism as one of the most important principles. Volunteerism is a rewarding culture that improves the well being of a companys employees and creates a strong identity within the workplace. Whirlpool is involved with signature charities such as Habitat for Humanity (associated with the Whirlpool brand), Boys & Girls Clubs of America (Maytag brand), Cook for the Cure: Susan G. Komen (KitchenAid brand) and United Way (Whirlpool Corporation). Whirlpool Corporation has a wide diversity among its employees totaling 22,000 in the United States. The employees are divided into four segments: Division, Call Center, Sales and Twin Cities. Whirlpool Connects is an accessible tool for employees to search for volunteer opportunities, share their experiences, and track their hours. Connects is an excellent online program to engage employees and strengthen community efforts. Our goal is to increase volunteerism as a culture within Whirlpool, to raise awareness of the Connects program and to increase the utilization of Connects for employees searching for volunteer opportunities and tracking hours.

WHO
Whirlpool Helping Others: The key message of this campaign is meaning. The campaign is to give meaning to Whirlpools employees in regards to volunteerism. Employees will build meaning from volunteerism and why they personally find it important to volunteer. In addition to employees building meaning of volunteerism for themselves, it is also intended for employees to help one another build meaning from volunteerism. Coworkers and managers will encourage one another to volunteer, and it will therefore increase the meaning of volunteering. By accomplishing this, all employees will build meaning behind volunteerism and help Whirlpool attain its corporate responsibility.

Situational Analysis
The public consists of all employees within Whirlpool. All 22,000 employees are encouraged to use the Connects program. The largest amount of participation lies within the Twin Cities. The problem that Whirlpool is facing is embedding the Connects system into the Whirlpool community. The reasons for this issue may be caused by that fact that employees are not aware of the tracking function on Connects or they might not be aware of the Connects system itself. Employees might also have a lack of motivation, interest or time. Employees may feel they have no incentive to track hours or volunteer. Also, employees may not be aware of the importance of tracking hours or volunteering because of lack of communication. There are four departments Whirlpool needs to communicate with. Division employees do not have access to computers, therefore, communication channels are limited. Call center employees are constantly on the phone and do not have personal time on their computers. Twin Cities employees are the easiest to communicate with. Sales employees do not have access to computers and when they do personal time on the computers is limited.

Primary Research
Whirlpool Corporation is a $19 billion company founded in 1911. To strengthen talent and corporate responsibility, Whirlpool adopted a volunteerism program, Connects. A recent 2012 survey showed that 49% of Whirlpool employees volunteer, 7,907 salaried employees volunteer globally, and employees volunteer an average of 26 hours. Employees are not paid time off to go volunteer. Survey results concluded two main reasons for employees not volunteering was because some did not know where to go to volunteer, and others were never asked to volunteer. Employees are more prone to find and participate in volunteer opportunities with non-profit organizations rather than search on Connects. Most employees that sign up for and use Connects are located in the Twin Cities. One tactic Twin Cities companies use are chair drops: leaving messages on the chairs of employees. Some employees do not have access to computers. Why Do People Volunteer? - 95% believe in the cause. - 81% want to put their skills/experience to use. - 69% are personally affected by the cause. - 57% view it as an opportunity to explore personal strengths. - 39% volunteer because their friends volunteer. - 27% volunteer in order to fulfill religious obligations/beliefs. - 23% want to improve job opportunities.

Secondary Research
According to an article entitled, Volunteer Work and Well-Being, published by the Journal of Health and Social Behavior, those people who make time to volunteer have a greater sense of well-being. Developing the social skills within volunteering can increase improved behavior at a work place. A study by Michael Poulin suggests that providing help or support to others appears to also benefit the helper. Research suggests that when employees participate in corporate volunteering, they more strongly identify with and become more committed to their employers. In order to see a change there needs to be relevant mentoring, coaching, and understanding which in turn motivates employees to look beyond their self interest and to see a broader vision. (Redmon, 1946). Volunteering in the work place starts with the executives motivating their employees. Inspirational motivation involves articulating a compelling vision of the future. Idealized influences involves engaging in charismatic actions that earn respect and cultivate pride, such as discussing important values beliefs, communicating a sense of purpose, and encouraging a focus on collective interests. (Grant, 2012). This study states that in order to see a change there needs to be relevant mentoring, coaching, and understanding which in turn motivates employees to look beyond their self interest and to see a broader vision. Motivation and good management are both a large part of success in the workplace. According to an article by Doyle and Shapiro, What counts most in motivating your sales force? rewards and recognition motivates employees to perform better. Doyle and Shapiro describe success as a sum of four parts: clear tasks, need for achievement, incentive compensation, and good management. Good management ensures accurate reporting of actual sales results, equitable rewards for reported sales results, and valuable recognition of these results (Doyle & Shapiro, 1980). When management is actively motivating their employees, it inspires the employees to be more willing to do work and creates a need for achievement to produce better results.
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Secondary Research
One way a company can gain efforts from its employees in regards to volunteerism is to appoint certain staff members to certain organizations as a point of contact to facilitate all volunteer efforts. Companies can offer employees support to volunteer by allowing leaves of absence without pay for volunteer work, allowing employees to adjust their work schedules to make it possible to carry out their volunteer work activities, and allowing employees access on their own time to facilities and equipment (such as computers, fax machines and meeting rooms) for their volunteer work activities (Lautenschlager, 1993). According to an article by Grant, when employees have beneficiary contact they perceive greater prosocial impact because they can see and understand the tangible meaningful consequences of their contributions for other people. (Grant, 2007). The study tested the influence of beneficiary leadership and showed a significant transformation in positive performance. When beneficiary contact was low there was not a significant transformation. The study also found that perceived prosocial impact, rather than psychological empowerment, is a key mechanism through which beneficiary contact strengthens the relationship between transformational leadership and follower performance. (Grant, 2012) The first study showed that a transformational leadership was more successful when employees had contact with the beneficiary. When employees see who and how they are helping others, it brings more meaning to their volunteerism.

Target Audience
Division employees: Employees are on factory lines with scheduled breaks and lunch times, leaving little to no access to computers Top communication channels: Newsletters and flyers on faculty bulletin board, emails, Intranet and an E-newsletter

Call center employees: Traditional hours worked from 7 a.m. to 7 p.m. These employees are normally taking calls all day. Even though they have access to computers, they have limited personal time on those computers. They work various hours when retail stores are open. Communication channel: Emails, but are overwhelmed with many; Intranet (the Loop)

Target Audience
Twin Cities Employees: Work 8 a.m. to 5 p.m., types of jobs include business professional and engineers; Employees work in 12 facilities in St. Joseph, Benton Harbor and Michigan Cities Communication channels: Email, Portal/Cloud (Intranet), posters and faculty meetings

Sales employees: Work traditional hours of opening to closing, depending on location; These employees have access to computers, but personal time on them is sometimes limited. Communication channels: Faculty meetings, posters and emails

SWOT
Strengths
49 percent of employees at Whirlpool Corporation already volunteer. The number of volunteers has grown by 5 percent in the past three years. Employees can advertise Connects to each other.

Weaknesses
There is no incentive for employees to track their volunteer hours. Those employees who have access to computers rarely have the time to track their hours. Those employees (factory workers) do not have access to computers to track their hours. Using email is hard because it usually gets lost in other office emails. Management does not push the need for tracking hours.

Opportunities
Volunteering creates a positive image for Whirlpool in the community. Great way to build partnerships with the community. Habitat for Humanity, Boys and Girls Club of America, Cook for the Cure and United Way are signature charities in the Whirlpool Corporation and are highly used.

Threats
Employees could easily go straight to the non-profit they wish to volunteer for instead of going through VolunteerMatch.com. Top three competitors of Whirlpool are General Electric Company, Emerson Electric Company and Emerson Radio Company. Top three socially responsisble companies are GDF Suez, Marquard & Bahls and RWE. The idealist.org, volunteerspot.com, www.serve.gov are all sites that function like VolunteerMatch.org that employees could use instead.

WHO Campaign
WHO do you connect with?
Whirlpool Helping Others
Connecting with others brings meaning to our lives. Whirlpool has a Connects program where their volunteers can find volunteer opportunities and track their hours, but how do you motivate your employees to utilize this program? Dan Ariely is a behavioral economist who discusses, What makes us feel good about our work? He states that people thrive by making constant progress and feeling a sense of purpose. He says that if management can incorporate meaning, they can motivate employees and improve productivity in a work place. Ariely talked to a group of employees who were working for the last two years on a project to develop the next big product. A week before Ariely arrived, the CEO of the company canceled the project. Ariely observed that the employees were deeply depressed and were not as productive at work. The employees told Ariely that if only the CEO would ask them to build a prototype show or incorporate some part of their work into other aspects of the company, then the employees would feel their efforts were not wasted. If you understood how important meaning is, then you would figure out that its actually important to spend some time, energy and effort in getting people to care what theyre doing. (Ariely) Ariely conducted two experiments where he asked participants to perform a duty for monetary compensation. He would ask them to repeat the duty for a lesser amount of money until the participants decided it was not worth it anymore. Ariely had two conditions in the experiment, one where he would not destroy the participants work, and the other where he would immediately destroy the participants work. He observed that participants who were in the destroyed condition were less motivated to repeat their work in the experiment whereas the participants in the first condition performed more trials in the experiment and produced more work. His experiments show that adding motivation can improve the attitudes and energy of the workplace. When people add meaning to their lives they understand the importance of what they are doing and feel a sense of accomplishment. For Whirlpool, by encouraging employees to connect with others through volunteerism and tracking their hours, we are helping them build meaning behind volunteerism because it helps them understand why it is important to volunteer, and connecting with others helps build meaningful relationships. 9

WHO Campaign
Key Message
The key message of this campaign is meaning. Connecting with charities, management and coworkers gives meaning to your life. The campaign is to give meaning to Whirlpools employees in regards to volunteerism. Employees will get meaning from volunteerism and discover why they personally find it important to volunteer. In addition to employees building meaning of volunteerism for themselves, the campaign is also intended to encourage employees to connect with coworkers, charities and management to build meaningful relationships. Coworkers and managers will encourage one another to volunteer, therefore, increasing each others meaning of volunteering. By accomplishing this, all employees will build meaning behind volunteerism and help Whirlpool attain its corporate responsibility.

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WHO Campaign
Goal

To increase the number of Whirlpool employees tracking volunteer hours using Connects.

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WHO Campaign
Objectives, Strategies, Rationales, Tactics
Objective 1: Embed volunteerism into the Whirlpool culture by increasing the number of employees who volunteer by 10 percent. Strategies: Create engagement between employees. Get management to motivate employees. Rationales: Bridging the gap between employees and management will help illustrate to employees that volunteerism is important to management. Helping connect employees to management by having employees work recognized by management will give their volunteer work meaning. Illustrating the importance of volunteerism by highlighting employees achievements. Tactics: Division, Sales, Call Center and Twin Cities: Create a promotional video with a manager and an employee that highlights a cause or a charity. This helps bridge the gap between employees and management, and it illustrates to employees that volunteerism is important to management. Division, Sales, Call Center and Twin Cities: Have managers constantly talk about the charity of the quarter as well as highlight employee achievements by sending emails and recognizing them in meetings. It will illustrate to employees that their hard work is recognized, and that management is dedicated to the charity of the quarter. Division, Sales, Call Center and Twin Cities: Create flyers and posters that include quotes from the employee in the video of the quarter. These will be posted around work areas as a constant reminder of their co-workers hard work. Division, Sales, Call Center and Twin Cities: If possible, order promotional items each quarter to give to employees. This illustrates the importance of volunteerism to employees and reminds them about Connects on a daily basis. 12

WHO Campaign
Objectives, Strategies, Rationales, Tactics
Objective 2: Have employees utilize Connects system to find an average of three volunteer projects per year. Strategy: Raise awareness about the volunteer opportunities on Connects. Rationales: Management leading by example will remind employees to track hours. Employees starting conversations about Connects will encourage other employees to use Connects. Tactics: Division, Sales, Call Center and Twin Cities: Have the executives talk to employees during meetings about using the Connects tools to track hours. This shows employees that volunteerism is important to the company. Sales, Call Center and Twin Cities: Remind employees using e-vites to log onto Connects. Division, Sales, Call Center and Twin Cities: Use promotional/motivational posters reminding employees to use the Connects tool. They are constants reminders to track hours and use the Connects system.

Division, Sales, Call Center and Twin Cities: Build a WHO do you connect with? board that states I connect with ______________________. It will be a chalkboard wall for employees to fill out and direct the employees to use the Connects tools to see volunteer opportunities.

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WHO Campaign
Objectives, Strategies, Rationales, Tactics
Objective 3: To increase the average amount of hours volunteered per Whirlpool employee by 7.8 percent within the next year. Strategies: Get employees to encourage one another to use Connects. Build a connection of Whirlpools Corporate Responsibility between management and employees that work in the four areas of Whirlpool. Get employees to understand why it is important to increase volunteer hours. Rationales: Employees building relationships with each other by talking about their volunteer experiences will bring more meaning to volunteering. Highlighting hardworking employees will give meaning to their hard work. Promotional items will remind employees to connect with Connects. Management leading by example and talking about Connects with employees will encourage them to use Connects. Tactics: Encourage employees to follow Whirlpools volunteerism campaign and tweet/ retweet using #WHOConnects. Create videos that highlight employees every quarter who have volunteered. Division: Hang flyers in break areas to remind and encourage employees to track their hours. Also, place monthly incentives in break areas to remind employees to use Connects (refreshments, bottled water, etc.). Call Center: Remind workers to track hours by providing them with promotional items that are inscripted with memos to track hours and use Connects. Also, conduct chair drops using flyers. Twin Cities: Show volunteer promotional videos during monthly staff meetings, give quarterly amount of hours volunteered, report the top three volunteer foundation for the quarter to encourage workers and constantly remind them how important it is to volunteer and track hours using Connects. Also, mini flyers will be given to employees to also serve as a reminder. Sales: Have senior leadership send Google E-vites to workers once a month as a way to engage them and encourage them to volunteer and track hours. 14

Media Timing
r r pte mb e No ve mb e Jan ua ry M arc h br u Ap ril M ay Jun e Jul y Au g Oc

Fe

1234 1234
Twitter

1234 1234

1234 1234 1234 1234

1234

1234 1234

1234

Video

Flyers

Posters

E-vites

Chair Drops

Media timing will consist of using Twitter, flyers and posters, videos, Google E-vites and chair drops as marketing channels. Employees are to use Twitter, flyers and posters during the year so that all are aware, informed and constantly reminded to track hours. The video will be run for the first three weeks of every quarter so that employees will continue to build meaning behind connecting with other employees and managers. The Google E-vites and chair drops will be used on a bimonthly basis, serving as two channels that will remind employees to track their hours, but in a non-traditional, attractive manner.

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Budget

The budget for the WHO do you connect with? campaign is split up into four parts. Out of the $20,000 budget, only $11,000 will be utilized. Contracting with a private videographer costs between $500 to $1,000 depending on the depth of the video. There will be four videos per year. Promotional items are recommended to incorporate volunteerism into the Whirlpool culture. Pens and note pads are recommended. If bought in bulk, $1,000 will buy enough promotional items for a quarter. Flyers and posters need to be printed and distributed biweekly, and $3,000 will be allotted for them.

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Evaluation
1st Quarter Review
After the first quarter (three months), progress reports gauging employee interaction with Connects should be implemented. Progress reports should include the metrics of volunteer hours, number of volunteers using Connects and management feedback. Evaluating at this time allows change, if necessary, to the campaign. Also, note how many flyers and emails have been sent up until this point. After the first video is aired, track the number of web hits the internal website receives.

4th Quarter Review

After the first year of implementation, we recommend handing out a survey. In addition to previous survey questions, we recommend adding questions that measure employees views on management volunteerism and questions that measure how employees felt about whether or not their volunteer activities were acknowledged. Also, for first-time Connects users, ask how they heard about Connects and what made them finally join. The Connects website will allow Whirlpool to gauge the number of hours employees volunteered, as well as gauge the number of employees who started using the Connects system. Make sure to note the number of flyers and emails sent out each quarter. If there was a significant increase in the number of hours volunteered and tracked, and the number of employees who joined Connects, this will prove that Whirlpool employees are accepting Connects as part of the Whirlpool culture.

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Conclusion
The key thing we found is that people want meaning to their lives. When people add meaning to their lives they understand the importance of what they are doing and feel a sense of accomplishment. By encouraging employees to connect with others and track their hours, we are helping them build meaning behind volunteerism because it helps them understand why it is important to volunteer, and connecting with others helps build meaningful relationship. Employees being able to help others within the community will also give them a sense of accomplishment. We also want the tracking system to serve as a tool that commends employees on volunteering so that they may become more motivated to volunteer more and to increase their tracking of hours.

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References
Ariely, D. (Writer) (2013). What makes us feel good about our work? [Web]. Retrieved from http:// www.youtube.com/watch?v=5aH2Ppjpcho Chang, C. (2011). Before I die. Retrieved from http://candychang.com/before-i-die-in-nola/ Doyle, S. X., & Shapiro, B. P. (1980). What counts most in motivating your sales force? Harvard Business Review, 58(3), 133-140. Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458476. Laurenschlager, J. (1993). Volunteering in the workplace: how to promote employee volunteerism. Retrieved from http://www.nald.ca/library/research/heritage/compartne/pdfdocs/wrkplvoe. pdf Poulin, M. J. (2013). Volunteering predicts health among those who value others: Two national studies. Health Psychology, doi: Doi: 10.1037/a0031620 Redmon, E. (1946). Social processes motivating employee behavior in the factory workshop. Sociometry, 9(4), 372-378. Thoits, P. A., & Hewitt, L. N. (2001). Volunteer work and well-being. Journal of Health and Social Behavior, 42(2), 115-131. Retrieved from http://www.jstor.org/stable/3090173

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Appendix
Flyer/Poster 1

Who do with? connect you

Connect with charities Connect with your bosses Connect with your coworkers
Log on to www.volunteer.match for more information on chariities that need your help. Connect with your bosses by volunteering for a charity together. Connect with your coworkers by sharing volunteer projects.

WHO Whirlpool Helping Others

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Appendix
Flyer/Poster 2

weekend? Did you this connect

Track your hours. Share your volunteer experiences. Find your next opportunity.
Log on to www.volunteer.match for more information on chariities that need your help. Connect with your bosses by volunteering for a charity together. Connect with your coworkers by sharing volunteer projects.

WHO Whirlpool Helping Others

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Appendix
Google E-vites

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Appendix
Twitter

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Appendix
I connect with _________. Board

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Appendix
Promotional Items

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Appendix
Video
Within the video, the role of the manager is to describe the importance of volunteerism within the Whirlpool community. This will allow employees to see it is vital for all Whirlpool employees to volunteer.

Manager will then describe their volunteer experience and what volunteerism means to them. Volunteering has helped me to give back to the community. I always feel better and happier knowing that I have helped. - Manager

Manager will then interview the employee volunteer of the quarter about the charities they are currently involved in and the benefits of connecting with others.

I have been working with breast cancer charities around the city. My mother was diagnosed and survived. Its important to support other people going through the same thing. - Employee

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