Strategic Human Resource Management

Strategic Human
Resource Management
6/7/2019

SHRM 1
Contents
Introduction......................................................................................................................................2
Strategic HR Priorities Pursued by Carlsberg.................................................................................3
Rational for implementing the strategy of Winning Behaviour..................................................4
Carlsberg's 'Winning Behaviours' strategy align with other HR practices......................................5
Difficulties faced when implementing strategy in Malaysia...........................................................6
'Winning Behaviours' strategy in an Australian context..................................................................7
Conclusion and Recommendation...................................................................................................9
References......................................................................................................................................10

SHRM 2
Introduction
In the dynamic environment, the business that is performing their operations in the
competitive and globalised environment needs effective strategic human resource management.
SHRM is a exercise of enticing, retaining, and accomplishing the workforce for their personal
benefits as well as the organisation as the whole. HR practice is aligned with the other
departments of the organisation and this collaboration effectively contributes in working together
(Taylor, Doherty & McGraw, 2015). The aim of report is to evaluate case that is linked with
“Winning Behaviours” strategy of the Carlsberg. The strategy is adopted by company in the
global market with the motive to enhance the performance by forming the common culture
within the organisation for the personnel. The same culture will be followed by the employees at
the workplace that leads to the same understanding and eliminate the confusion towards the
organisation goals and objectives.
The case of the Carlsberg is all about the new strategy that is related to Winning
Behaviour strategy that is adopted by company. The case shows that Carlsberg Company came
into existence in the year 1847 in Denmark. It offers the employment opportunities to approx.
41,000 employees that are majorly involved in the selling and production with approx. 500
different brands of the beer (Soderberg, 2015).

SHRM 3
Strategic HR Significances Followed by Carlsberg
Globalisation: - It is referred as the growing internationalisation of the economic system. The
motive of globalisation is to focus on the formation of the borderless global economy, movement
of finance, products, and services and many others (Brewster, Chung & Sparrow, 2016).
Carlsberg strategy is clearly visible from the case that shows the integration of the organisation
in the global market (Brewster, Vernon, Sparrow & Houldsworth, 2016). HR of the company
manages the practices in the global market. In the case, this has been found that the company has
expanded their business operation at numerous places and they have integration with the
companies like Scottish and Newscaster brewery, Baltic Beverages and many others.
Culture: - The culture of the organisation is one of the effective strategies that lead to the
success of corporate (Bailey, Mankin, Kelliher & Garavan, 2018). Carlsberg always focuses on
the culture of the due to which it brought the strategy related to it. This culture helps the
company in aligning all the activities to work in the effective manner that contributes in attaining
the goals of organisation.
Leadership: - One of the major strategies that are adopted by Carlsberg is leadership as they
took the step of bringing the new strategy that can contribute in achieving the success
(Armstrong & Taylor, 2014). This is clearly visible in the case that the company implement the
strategy according to the time and their needs which shows that they get involved in determining
the aligned 10 leadership competencies that helps them to take the right decision for performance
management, change in organisation, allied with the engagement survey as well as business
review (Wilton, 2016).