Workplace Practices of Carlsberg Group

Running head: WORKPLACE PRACTICES OF CARLSBERG GROUP
Workplace Practices of Carlsberg Group
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WORKPLACE PRACTICES OF CARLSBERG GROUP1
Table of Contents
1. Introduction..................................................................................................................................2
2. Discussion....................................................................................................................................2
2.1 Strategic HR priorities pursued by Carlsberg........................................................................2
2.2 Rationale for implementing the ‘Winning Behaviours’ strategy...........................................3
2.3 Align of Carlsberg's 'Winning Behaviours' strategy with HR Practices................................5
2.4 Difficulties faced by Carlsberg during strategy implementation...........................................6
2.5 Analysis of 'Winning Behaviours' strategy to work in the Australian context......................7
3. Conclusion...................................................................................................................................8
References......................................................................................................................................10
Bibliography..................................................................................................................................12

WORKPLACE PRACTICES OF CARLSBERG GROUP2
1. Introduction
The Carlsberg group is one of the recognised beer brand, which is based on Copenhagen
in Denmark. The company was primarily founded in the year 1847. The company has owned
more than 41,000 people. The company is also responsible for selling more than 500 different
kinds of beer brands. With the popularity of the beer brand within the region of Denmark, they
have highly become famous in the region of Malawi in the year 1968 (Hatch & Schultz, 2017).
With the popularity of the various products, they have has improved the quality of their beer
brands. With the high rise of competition in the global market, the company has also expanded
its services in the broad areas of the beer sector.
The discussion in this report discusses the different HR practices that were pursued by
Carlsberg in making the bringing innovativeness in their services and making themselves
innovative. This kind of thinking and bringing innovativeness in their services would be highly
helpful as the company would be able to lead themselves in the competitive market (Niero et al.,
2017). The impact over the implementation of the ‘Winning Behaviour' strategy has also been
discussed within the report. The report also discusses the use of CSR strategies that would be
implemented within the business in order to bring out the best kind of possible outcomes for the
business.
2. Discussion
2.1 Strategic HR priorities pursued by Carlsberg
The Carlsberg group had launched a new process based on the development of their
strategy. In order to bring innovativeness within their workplace culture, the company had also
launched different concepts. These concepts were known as ‘Must-Win Battles’ that had

WORKPLACE PRACTICES OF CARLSBERG GROUP3
included the development of common culture within the group of the workplace (Mosca &
Civera, 2017). The different HR priorities that were launched by Carlsberg had included the
development of culture within the workplace based on growing the brand name. The
development of the capabilities of the employees and their capacities were also defined. The
drive towards the profitability of the business was also considered as another aspect that was
thought within the HR prospects. The primary focus of the company was to take the leading
position in the global marketplace.
The primary strategy for the business of Carlsberg was to expand to other countries and
thus setting up their breweries and manufacturing plants based on focusing over the local market
of any particular country (Isaksson, Kiessling & Harvey, 2014). The other forms of culture that
were possessed by Carlsberg was to engage widely with the people in the society and thus
winning the hearts of customers. The other intention of the company was that the behaviour
patterns of the various practices should greatly align with the global business strategy. In order to
define the priorities of the company, they would represent the specific local needs, constraints
and interests. The HR practices that were defined by the company would be more focused
towards an end-to-end perspective of the business based within their value chain (Hatch, Schultz
& Skov, 2015). The different kind of perspectives that were outlined with the HR priorities
would mostly help the company in gaining several kinds of benefits to grow in the competitive
market.
2.2 Rationale for implementing the ‘Winning Behaviours’ strategy
In the year 2009, the senior staff within the organisation who were hired from various
new companies and some existing subsidiaries were highly involved in developing some high-
quality products based on the ‘winning behaviour' concept (Brusendorff, 2014). The concept of