Strategic Human Resource Management

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
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STRATEGIC HUMAN RESOURCE MANAGEMENT
Table of Contents
Introduction................................................................................................................................3
Strategic HR priorities of Carlsberg...........................................................................................3
Rationale for implementing the strategy of “Winning behaviours”...........................................3
Carlsberg's 'Winning Behaviours' strategy alignment with the HR practices............................4
Challenges and issues faced during the strategic implementation in Malaysia.........................5
Analysis of strategy within the Australian context....................................................................5
Recommendations......................................................................................................................6
Conclusion..................................................................................................................................6
References..................................................................................................................................6

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STRATEGIC HUMAN RESOURCE MANAGEMENT
Introduction
The concept of strategic human resource management centres on the process of
planning to determine the present as well as needs for the future for the management of
human resources effectively. The report is prepared to discuss about the strategic HR
priorities adopted by the Carlsberg and how it can manage to align the strategic HRM
approaches with the business goals or objectives to, be achieved (Noe et al., 2017). The
strategic HRM also highlights the importance of managing the talents and opportunities
perfectly, furthermore ensure strengthening the performance and efficiency of human
resources department. The topic will also illustrate about the winning behaviours strategy that
can be aligned with the HR practices and at the same time, overcome the issues that may be
experienced during the strategic implementation process (Carlsberggroup.com, 2019).
Strategic HR priorities of Carlsberg
As we all know, cultural plays a major role in ensuring successful human resource
management, thus, he strategic HR priority is the formation of a common group culture,
which acts as a winning culture for supporting the new strategies to human resource
management. The winning behaviours have been facilitated by focusing on five major
behaviours including the “we want to win”, “together, we are stronger”, “our customers and
consumers are at the heart of every decision we make”, “we are empowered to make a
difference” and “we are engaged with society” (Mello, 2014). All these behaviours have been
aligned by Carlsberg with the international business strategies to HRM for fulfilling the needs
of people and at the same time, remove the barriers and obstacles that my affect the business
functioning too.
According to Jackson, Schuler & Jiang (2014), the strategic HR priorities also include
social constructs and managing negotiations with people from different backgrounds and

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STRATEGIC HUMAN RESOURCE MANAGEMENT
cultures, furthermore interpret the cross cultural aspects and ensure implementing an effective
corporate strategy by the managers and employees. Based on Carlsberg’s strategic aspects,
the top management has been responsible for managing the Human resources department and
corporate social responsibility department too for ensuring transformation of business
strategies into business practices (Carlsberggroup.com, 2019).
Rationale for implementing the strategy of “Winning behaviours”
The “Winning behaviours” strategic concept is based on the rationale that defines the
major causes of transforming the business strategies into every business practices. The major
questions that arose revolved around the roles and responsibilities that the managers of the
organisation handle during the strategic management implementation along with the ways by
which the managers influence the behaviours of the employees to develop new strategic
concept and facilitate winning behaviours within the organisation (Kramar, 2014). There is
need to include a social agency that can help Carlsberg to analyse the local aspects and foster
development of a winning culture required to gain deeper understanding into the business
functions and processes and ensure corporate values management. This has facilitated the
empowerment and maintained a good work life balance, which induced significant changes
through improvement of strategic communication and better management of corporate values
and beliefs. As stated by Søderberg (2015), another 'Winning Behaviours' strategy is
implemented on the basis of adopting the Glocal approach, which aims to maintain a right
balance between collaborative working at the Global level, though, at the same time, allowing
the local brands to undertake business approaches required to gain enhanced business
performance (Lengnick-Hall, Lengnick-Hall & Rigsbee, 2013). This global approach or
winning strategy has helped in differentiating the organization from its competitors,
furthermore ensure successful business management for Carlsberg Group. The company
focuses on meeting the clients’ demands and expectations to the fullest and thus Carlsberg