Global Human Resource Management - Carlsberg Case Study

Running head: GLOBAL HUMAN RESOURCE MANAGEMENT
GLOBAL HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction....................................................................................................................2
Strategic HR priorities of Carlsberg...............................................................................2
Rationale of implementing “Winning Behaviours” strategy.........................................4
Ways by which Carlsberg’s “Winning Behaviours” strategy aligns with other HR
practices......................................................................................................................................5
Analysis of the difficulties faced by Carlsberg in the implementation of this strategy
in Malaysia.................................................................................................................................7
Analysis of effectiveness of the strategy in the Australian context...............................7
Conclusion......................................................................................................................8
References......................................................................................................................9

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Introduction
Carlsberg A/S is a global brewing organization that was established in the year 1847
by J.C. Jacobsen and the headquarters of the company was located in Copenhagen, Denmark.
After Jacobsen’s death in the year 1887, the majority of the owners of Carlsberg is under
Carlsberg Foundation. The flagship brand of the organization is Carlsberg and Tuborg that is
also brewed by the organization (Carlsberg.com 2019). Other major brands that are
developed by the organization include, Kronenburg, Somersby Cider and the Russian best-
selling brand named Baltika. The organization has employed more than 40,000 people in the
different areas of Western Europe, Asia and Eastern Europe (Carlsberg.com 2019).
The report will be built on the analysis of the strategic human resource priorities that
have been developed by Carlsberg in order to maintain its processes in the industry. The
analysis of the “Winning Behaviours” strategy will be the most important part of the report.
The alignment of “Winning Behaviours” strategy with the different HR practices of the
organization will be discussed in the report. Carlsberg has faced some major issues in the
process of implementation of the strategy in Malaysia. The issues will be also be analysed in
the report in detail (Albrecht et al., 2015).
Strategic HR priorities of Carlsberg
Carlsberg can be considered to be an inspiring and dynamic work place that is able to
offer employees with the opportunities of working along with the strongest brands in the
world. The three major regions of operations of the organization include, Eastern Europe,
Western Europe and Asia. The organization has been successful in the development of a
strong position in these areas with the ambition of providing the best levels of services. The
fundamental changes have mainly taken place in the methods by which the companies are
able to prioritize and also operate (Bailey et al., 2018). Carlsberg thereby strives to become

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an attractive organization with the help of proper development of high levels of engagement
and commitment and the professional attitude that had been a major factor related to the
growth of the organization. The organization strives to be successful with the help of proper
development of a winning culture in the organization (Brewster, Chung & Sparrow, 2016).
The Team Spirit is considered to be an important part of the opportunities that have
been used in order to upsurge the levels of growth and personal development as well. The
organization has mainly appointed people who have a broad range of skills, knowledge and
talents who are able to take the ownership based on the delivery of the outstanding results.
The development of an effective culture is considered to be a significant aspect that can have
an impact on the methods by which the organization is able to maintain the operations
(Collings, Wood & Szamosi, 2018). The principles that have been developed by the
organization are based on the three As that include, Alignment, Accountability and Action.
The three As are able to stand together in an effective way in order to maintain the human
resources. The employees of Carlsberg are considered to be of high value to the organization
(Deery & Jago, 2015).
The Human Rights and Labour Rights are highly important for the ways by which
Carlsberg Group is able to preserve its processes in the industry. The business operations that
are conducted by the organization in diverse parts of the world are based on similar levels of
value that are provided to Carlsberg. The growth of employees in the organization is
considered to be a significant aspect that is related to the effective operations of Carlsberg in
the industry (Gammelgaard, 2015). The levels of opportunities that are presented to the
employees are considered to be a significant part of the operations that have been developed
by Carlsberg. The training based opportunities offered to the organization are important for
the development of the careers of employees in different parts of the world (Guest, 2017).