Strategic HR Priorities of Carlsberg

This document discusses the strategic HR priorities pursued by Carlsberg, including the development of a winning culture and leadership competencies. It also explores the rationale behind implementing the 'Winning Behaviors' strategy and its alignment with other HR practices. The document further examines the difficulties faced by Carlsberg during strategic implementation in Malaysia and analyzes the chances of implementing the strategy in the Australian context.

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Table of Contents
1. Outline of the Strategic HR priorities pursued by Carlsberg.......................................................3
2. Rationale of implementing the ‘Winning Behaviors’ strategy....................................................5
3. Alignment of the Carlsberg's 'Winning Behaviors’ strategy with other HR practices such as:
equity and diversity; workforce planning and development; social responsibility; and work-life
balance.............................................................................................................................................6
4. Difficulties faced by Carlsberg during strategic implementation in Malaysia............................8
5. Analysis of chances of implementation of the 'Winning Behaviours' strategy in Australian
context..............................................................................................................................................9
Reference List................................................................................................................................11

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1. Outline of the Strategic HR priorities pursued by Carlsberg
The strategic HR priorities developed by Carlsberg surrounds about the latest
implemented strategy development process. The priorities incorporated in that process included
development of a common group culture, development of capabilities as well as capacities of the
human workforce and so on. One of the major propositions of these HR priorities is the ‘winning
culture’. It was objectified that the senior staff of the newly acquired organisations in 2009
would get involved with the leads of the already existing subsidiaries in order to design the
concept of winning behaviors which will be important for the establishment of the winning
behaviors, pivotal to the ‘winning culture’ (Hatch & Schultz, 2017). The most important
behavioral aspects, in this context, include:
 ‘together we are stronger’
 ‘we want to win’
 ‘our customers and consumers are at the heart of every business decisions’
 ‘ we are all empowered to make big difference’
 ‘we are engaged with the society’

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The priorities of winning behavior
(Source: Chesbrough et al. 2018)
The strategic HR priorities also include the leadership competencies that were utilized for the
process of performance management. The importance of this ten step leadership competency
framework is that the same process had been integrated with the engagement survey as well as
the business review process of the organisation where the individuals received their rewards on
the basis of the enactment and successful implementation of these behaviors (Skadhauge,
Haldrup & Olsen, 2016). The importance of the leadership competencies spreads to the extent of
being used for underpinning the training process at the Carlsberg leadership academy as well as
the International Talent program of the organisation.
togetherwearestrongerwewanttowinweareengagedwiththesociety

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2. Rationale of implementing the ‘Winning Behaviors’ strategy
One of the major objectives of the development of the initiative for the establishment of
the winning behavior’s strategy is the establishment of the winning culture. The organisation had
acquired several other smaller companies like the Scottish as well as Newcastle brewery as well
as established other joint ventures also. It is essential to note here that the intrinsic organisational
culture of the organisation needed to be etched among the new as well as existing organisational
stakeholders. In the year 2009, the staff in the newly acquired organisations was made familiar
with the concept of winning behaviors. In this context, the four kinds of organisational culture
can be estimated (Niero et al. 2017). The organisational culture theory estimates that out of the
four kinds of organisational culture, the most pristine form is that of a clan, which is followed by
adhocracy, market as well as hierarchy. Clan oriented culture are similar to the kind of culture
that Carlsberg is attempting to introduce in to their organisation. Inclusion of the aspects like the
typical features of the winning behavior as ‘together we are stronger’, ‘our customers and
consumers are at the heart of very decision we make’ and similar approaches are showing that
Carlsberg is representative of the clan based culture. The organisation wants the culture to be all-
inclusive. In fact, the clan culture also promotes that there will be a family oriented culture, that
emphasizes on mentoring, nurturing as well as doing things together. That is why; it is justified
to place the organisation in the category of a clan (Murton & Rona, 2015). However, it can also
be categorized under the segment of adhocracy, as the elements of dynamism, entrepreneurship;
risk taking and so on is also incorporated.

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The intension of the organisation to align these behavioral aspects with the global business
strategy of the organisation and their subsidiary agencies shows that the international strategy of
HRM is needed to be utilized for fulfilling the needs like catering to the specific local needs,
constraints as well as interests (Buckley & Ghauri, 2015). That is why; these winning behaviors
will be very useful in addressing to the glocal needs as described in the case study.
3. Alignment of the Carlsberg's 'Winning Behaviors’ strategy with other HR practices such
as: equity and diversity; workforce planning and development; social responsibility; and
work-life balance.
Equity as well as inclusion is certain factors that are responsible for the turning of dialogue as
well as intention in to action. Then desire to enhance diversity as well as equity in an
organisation helps in realization of an environment that enables people pertaining to several
background, to succeed, and incorporate diverse as well as mission advancing perspectives to be
heard. Equity and enforcement of equity in an organisation helps in ensuring fair treatment,
access, opportunity as well as maximum participation from all groups of people, improving
equity as well as increasing justice within processes as well as distribution of systems (Chen et
al. 2016). However, the tackling of the equity issues in an organisation needs the knowledge
about the primary causes of the outcome disparities that exist within the specific societies that
bears the representation of the maximum stakeholders of the company. In this context, it
deserves mention that there should be exhibition of the stated winning behaviors in the
organisation.
Inclusion, on the other hand should incorporate the actions related to the creation of the
environment where individuals will feel included, respected as well as participated. A welcoming

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as well as inclusive climate helps in embracing differences as well as offer scope for
differentiation as well as individual action. It is important to note that an all inclusive group is
generally supposed to be diverse and that is why there is generally absence of any sort of implicit
bias. However, the winning behavior is a set of strategy that generally helps in making the
workgroups more inclusive irrespective of the diversity as well as biases or interdependence
existing in the society (Poulsen, 2016). Increasingly, recognition of unconscious or ‘implicit
bias’ helps organizations to be deliberate about addressing issues of inclusivity.
The workforce planning strategy is one of the most successful models of HR planning.
However, there are some of the advantages as well as disadvantages of the process in comparison
to the policy of the winning behaviors. Firstly, the workforce planning provides a strategic
direction to the organisation that is essential for the understanding the key missions as well as the
goals and the future objectives and also delineates how the goals should be aligned in order to
ensure organisational success. That is why there is a transformation that is more methodological
as well as more justified so as to meet the organisational outcomes. The next step in this context
is the supply analysis. Understanding the current workforce is very essential in this context so as
to help in accommodating the change projections. Nevertheless there is most effective influence
of the demand analysis that is helpful for the understanding of the current as well as future
workforce of the organisation (Søderberg, 2015). The biggest strategic impact of the organisation
is the gap analysis. Workforce planning helps an organisation to understand the gaps between the
demand and supply provided in terms of the workforce conditions. Nevertheless there is the
evidence that in the case of the winning behaviors the process of the communication of the gaps
is faster and as an account of that there is faster communication from the end of the higher
managers. It is why; there is better collaboration between the organisational staff and higher

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managers. The other stages of the process of workforce planning is that there is the necessity of
incorporation of closely intervened as well as defined gaps so that the organisation is empowered
to meet the organisational goals. This is the reason why there is the gap between the process of
communication between the winning behavior strategy as well as the workforce planning
strategy. Social balance as well as the other aspects like work life balance are aspects that needs
to be analyzed from the perspectives of the entire group of stakeholders (Hatch & Schultz, 2017).
However, there is also the provision of the fact that winning behavior policy is an intrinsic
organisation strategy that have been assimilated for its capacity of articulating goals as well as
strategies for the best interests of the organisation, rather than the generic strategies.
4. Difficulties faced by Carlsberg during strategic implementation in Malaysia
In the first place, it deserves mention that Malaysia is a place that exhibits multicultural
aspects and is represented by three major ethnic groups that includes the likes of Malay, Chinese
as well as the Indian. The main challenge that was faced by the subsidiary of Carlsberg, Malaysia
is that they were challenged by the substitution in leadership and the organisational hierarchy as
well as the production capacity of the organization was also compromised. Along with the
winning behaviors strategy of the organisation, there was the introduction of the FAST program
(Leleux & van der Kaaij, 2019). This program was intended for ensuring that the local workforce
is not segregated and that is the reason why the introduction of this program could have helped
the organisation to make sure that the people worked as an integrated unit and also performed as
an integrated unit. The chief challenges came in the context of the representation of the ideal
winning behaviors in the front of the local leader as well as other groups of stakeholders (Bogetić
et al. 2018). The major issue was the cumbersome translation of the winning behaviors in to the
local languages. Because of the lack of communication, issues like problems regarding sales of

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alcohol in a typically Muslim country arose (Grünig & Morschett, 2017). Because of the
idealism of Islam against the consumption of alcohol there was imposition of ban on the usage
and consumption of alcohol for commercialization (Pudelko, Reiche & Carr, 2015). As an
outcome, Carlsberg could not develop advertisements for the sales of beer in the country.
Besides, the imposition of heavy taxation on the sales of beer also made the situation
problematic. In this context, the main challenge was to develop the image of the brand as one of
the most responsible alcohol producers of the country (Kamstrup, A., & Jacobsen, 2017). As an
outcome, they needed to exemplify some of the most explicit social behaviors which could
articulate their emphasis on developing strong brand fame based on their socially responsible
behavior. In this context, the main challenge as faced by the marketing team and there was acute
need of definitive corporate strategies for the handling of the development of capacitance for
working as a team so that the local knowledge could be combined with the international
efficiency so that the cultural as well as the promotional barriers could be easily eradicated
(Chesbrough et al. 2018).
5. Analysis of chances of implementation of the 'Winning Behaviours' strategy in
Australian context
The winning behaviors are needed to be displayed in the context of determination of
skills, the labour market demand as well as the demographic changes and their implications on
the business. In this context, the employees associated with the operations are often capable to
understand that some of the strategic changes are necessitated in the context of the local
operations. Nevertheless, there is also the need of involving, designing and delivering strategies,
policies and actions that maximize opportunities for building, attracting and retaining a skilled
and capable workforce. The Department of Training and Workforce Development was

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established by the Western Australian Government in 2009 as the State’s lead agency for
strategic planning and development. In this context, a survey of the most essential strategic goals
of the organization is essential in order to determine what the internal communication channels
that needs to be established in the way of bottom up or top down communication process. The
two principles of the winning behavior strategy, namely, the ‘we want to win’ policy as well as
the ‘we are all empowered to make big difference’ should be specifically emphasized to attract
the culturally obliged workforce of the country.

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