Strategic Human Resource Management at Carlsberg

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
Name of the Student:
Name of the Company:
Author note:

STRATEGIC HUMAN RESOURCE MANAGEMENT1
1. Introduction
Corporate strategy is often formulated on executive floors at the headquarters of the
companies. For making them live within an organisation, the employees as well as the middle
management are required to be involved and make a sense of it (Soderberg, 2015). This
report shall elaborate on analysing the strategic HR management at Carlsberg. It is to note
that Carlsberg is one of the leading brewing companies in the world and was established in
1847 by J.C. Jacobsen (Chesbrough et al., 2018). It is headquartered at Denmark. This paper
shall highlight the strategic HR priorities that are pursued by Carlsberg and at the same time,
will discuss the rationale of implementing the strategy of “Winning Behaviours” at the
company. Furthermore, it would also shed light on how this strategy of “Winning
Behaviours” align with the other HR practices such as: equity and diversity; workforce
planning and development; social responsibility; and work-life balance (Anneli & Vera,
2015). Also, the paper shall analyse the difficulties that were faced by the company while
implementing this strategy in Malaysia. Lastly, how well the 'Winning Behaviours' strategy
would work in an Australian context, along with recommendations for how such an
implementation could be successfully managed would be provided.
2. Discussion
2.1. Strategic HR priorities pursued by Carlsberg.
Carlsberg is pursuing the HR strategy of “Winning Behaviours”. It is developed as an
initiative by the top management at Carlsberg Group for improving the global integration in
international organisations (Coulson-Thomas, 2015). The managers and expatriate of
Carlsberg try to give a sense of Winning Behaviours in many ways and the employees at the
company are required to bring in their own local ideals of leadership into play when they try
to make a sense of the preferred attitudes and behaviours and at the same time, turn them into

STRATEGIC HUMAN RESOURCE MANAGEMENT2
day to day practices. The whole process of creation of new strategic concept in the
sociocultural contexts is facilitated at the company within the HR department and the
communication department of the company, who play a significant role as the agents of
change in the ‘glocal’ strategy process (Hatch, Schultz & Skov, 2015). It draws upon the
observations and interviews and the documents that are collected at the headquarters of the
company in Denmark and in the subsidiaries like Malaysia and China. It is to note that the
company strives for becoming an attractive and sustainable company by means of developing
its level of commitment and engagement as well as its professional attitude that can be said as
the significant factor that is related to its organisational growth. With the help of developing a
proper winning culture within the company, Carlsberg strives for being successful.
Moreover, it is to note that the Labour Rights and Human Rights are considered by
the company as important factors as of the ways by means of which the company can easily
preserve its industry process. Business operations conducted by the company in different
nation are on the basis of same values provided by the company (Guest, 2017). The main
foundations of the development of the human resource strategy of Carlsberg is dependent on
the continuous flow of care that is taken for the employees of the organisation. With the
same, it is also to note that the development and growth of the organisational employees is
regarded as a notable aspect that is related to efficient operations within the company and this
helps it in making a leading brand within the industry. The company has provided an
immense level of opportunities for the employees as they regard them as an asset for the
organisation (Harvey, 2018). With the same, they also offer them some training based
opportunities for their career development in various different parts of the world.
2.2. Rationale of implementing the ‘Winning Behaviours’ strategy