Strategic Human Resource Management

Strategic Human Resource Management 0
Title: Strategic Human Resource Management
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Strategic Human Resource Management 1
Executive Summary
The Carlsberg group came into the picture since 1847. Seated in Copenhagen of Denmark, it
recruits 41,000 people and is famous for alcohol and most importantly its beer brands. This
case study is a real workplace simulation of Carlsberg Company. This entails the Human
Resource practices, frameworks, and challenges in deployment, the takeaways and after
effects but focussing on prioritizing them. It also measures the Human Resource Strategies
from multi-dimensional perspectives preferably in the global context of corporate mission
and goals. This also talks lucidly about winning behaviours and frameworks in comparison to
other Human Resource Strategies like equity & diversity, workforce planning, social
responsibility, and work-life balance. Then this formulation and study are tested upon
Malaysia and Australia with lastly the recommendations and conclusions for a good system
of approach.

Strategic Human Resource Management 2
Contents
Introduction................................................................................................................................3
Carlsberg’s Strategic HR Priorities............................................................................................3
Rationale for Implementing the ‘Winning Behaviours’ Strategy..............................................4
Alignment of ‘winning behavior’ and HR practices..................................................................5
Challenges of Implementing Human Resource Strategies in Malaysia.....................................5
Analysis of Human Resource Strategies on Australia...............................................................7
Recommendations......................................................................................................................7
Conclusion..................................................................................................................................9
References................................................................................................................................10

Strategic Human Resource Management 3
Introduction
Human Resource Strategies for any organizations shape up its business climate
globally and locally along with its dynamic structure, mission, and fulfilment of goals. Deep-
seated in the heart of Denmark, the city of Copenhagen gave birth to this group named
Carlsberg in the year 1847. Till date, the company’s manpower strength stands 41000 of
people, suppliers, vendors, sellers and manufacturers with raging beer varieties beyond 500
types of brands. The International acclaim came into forefront with brewery opened overseas
in Malawi in the year 1968. The winning success was short-lived by the firm's superlative
competitor by the year 1990, thereby it shook hands with Norwegian brewery Orkla in the
fortunate year 2001. This gave it recognition as the most renowned brand of beer producers in
the whole Nordic region. The Company created a history of takeovers in successive series,
the great names in the list were Newcastle Brewery in the UK and Scottish brewery as well.
Then the next in the pipeline were Baltic beverages in Russia, Kronenbourg, the famous
French market leader, the Mythos which is Greek brewery and subtotal of other joint ventures
and further such good around 40 takeovers of China. The Carlsberg ranks 4th largest brewery
in the whole world.
Carlsberg’s Strategic HR Priorities
The esteemed CEO of Carlsberg, Mr. Nils Smedegard Andersen thought of Human
Resource Strategies from an innovative direction, thereby developing a new dynamic
framework known as ‘Must-Win-Battles'. Carlsberg’s CEO’s main priority in this Human
Resource Strategies was to grow the company’s brand name all over the world. This
encompassed growing people's competence, knowledge, and skills in common group culture
(Gertsen, Søderberg & Zølner, 2012). If people’s capabilities increased four folds, the
profitability which is directly proportional component reached success graphs in beer
markets. The main goal or mission was to take “The Lead Role” in the business market.