Adidas: Strategic HRM and Cultural Influence in Global Expansion

This report provides an in-depth analysis of Adidas's international Human Resource Management (HRM) strategies, particularly in the context of its expansion into the Chinese market. It begins by exploring how Adidas creates value through its HRM strategies, emphasizing employee growth, career management, and strategic HRM's role in organizational effectiveness. The report then examines the impact of regional and national cultures on HRM practices, highlighting the importance of adapting to local values and employee behaviors in China. Furthermore, it delves into the employment models and organizational levers used by Adidas, such as supported employment, competitive market share growth, lead generation, and customer lifetime extension. The report also benchmarks Adidas's HRM practices against Storey's 27 points of difference between HRM and personnel management. It emphasizes the significance of local culture and HRM practice needs, including assessing skill gaps, recruiting skilled workforces, and providing international language training. Finally, the report concludes with recommendations for employers regarding new HRM practices, providing a comprehensive overview of Adidas's approach to international HRM and its implications for success in the global market.

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Table of Content
INTRODUCTION................................................................................................................................3
A) Value creation by HR strategies and concepts of strategic HRM...............................................3
B) Impact of regional and national culture on practice of HRM.....................................................5
C) Model of employment and organisation levers used by firm....................................................5
D) Storeys 27 points of difference between HRM and personnel management as benchmark .....6
E) Importance and significance of local culture and HRM practise needs......................................8
F) Terms of employment laws when international HRM chnages local business systems.............9
G) Corporate examples of firms using HR Practices ....................................................................10
H) Recommendations to employers regarding new HRM practices ............................................10
CONCLUSION ..................................................................................................................................11
REFERENCES ..................................................................................................................................13

INTRODUCTION
Human resource management can be understood as one of the most crucial department
within businesses, responsible for keeping workforce recruited with best skilled personal and
creative diversification among skills. For this report, Adidas has been taken as company scenarios
for in depth analysis of international HRM strategies, where brand aims to expand among China –
Asian market. Adidas is one of the best global brand within sportswear industry, where best
customer services are being served within brand operatives to reach towards wide scale growth
scenarios. The report will be conducting in detail analysis HR strategies for creating brand value in
longer ruin, impact of regional and national culture on practices among expansion within new
country. Further study will be analysing focus on model of employment, company business levers
for higher growth within competitive scenarios actively. Study will also explore analysis on storeys
17 points of differentiation between HRM and personal management, importance of hiring within
international HRM practices and to bring on diverse scope aspects. Differences in terms of
employment laws within HR practices will be further explored, based on analysis of various
examples for analysing functional growth determinants actively. Report will further also bring on
recommendations towards company higher performance levels, for bringing on advanced scaled
targets actively.
A) Value creation by HR strategies and concepts of strategic HRM
Adidas, being competitive sports brand within industry has grown up fast in recent years

with intense competition and strategic growth parameters within HRM operations. Brand has been
functionally focusing on value creation within HRM strategies, by bringing on varied new scale
fundamental diversity parameters and excelling towards wider competent factors of hiring talents.
Adidas focuses on creating culture of employee growth and career management aspects, where
engagement on varied horizons generate stronger retaining parameters. Strategic HRM addresses
broad organisational issues relating to changes in structural and culture, where organisational
effectiveness in performance with future operational targets are worked on. Development of process
capabilities are focused on strategically, which enhances talent management and fundamental scope
towards longer time detainment which adds to brand value (Top 6 HR Trends in 2020 –
Transforming the Future of Work, 2019).
Concepts of strategic HRM
Strategic HRM functionally enhances employee motivation standards profoundly, where
there is fundamental diversity developed among varied scenarios which adds to brand value
actively. Strategic HRM commercially also enhances functional strength among new range of
arenas, which further adds to brand value growth operationally towards new scenarios for longer
scale commitment.
 Innovation and competitive advantage: Strategic HRM brings on fundamental scope within
Adidas for bringing on innovation in ideas among workforce scenarios, which enables
competitive advantage actively. By heading on business innovation and competitive
advantage for training employees with latest varied skills, efficacy is variedly enhanced for
longer time period parameters.
 Workplace flexibility: Adidas aims to offer workplace flexibility among employees, which
brings on competent efficacy towards new range of working scenarios which adds to brand
value growth. Also commercial innovation is worked on actively, by bringing best skilled
employees at workforce and to strengthen vision oriented scope for technical growth among
operative paradigms (16 HR trends you need to know in 2020,2020).
 Talent management: Adidas by heading on talent management as approach of strategic
HRM aims to enhance morale parameters among employees, strategically keep up
productive diversification active for strengthening competitive scenarios. Talent
management adds to brand value parameters, for technical innovation parameters and new
imperative scope which in long term adds to brand value domains.

B) Impact of regional and national culture on practice of HRM
Regional and national culture plays strong role in strengthening vision oriented
fundamentals potentially among employees, also for pertaining towards new performance domains
for satisfaction among customer market within international markets. Impact of regional and
national culture on practice of HRM can be understood as widely crucial for exerting powerful
influence on system of beliefs, values and attitudes among people within workforce which further
technically enhances strength. In Adidas HRM, for further expansion in China- Asian country has to
focus towards productive preferences growth in policies and procedures for strengthening
multinational scenarios. China country market has varied range of strengthened competencies
functionally, where international market comes up with strategic human resource management goals
functionally towards untapped scenarios (SINGH, 2020).
Cultural values command employee behaviour morale increase, where higher employee
satisfaction and encouragement adds to functional growth expertise to bring on competent efficacy.
It can be understood that employees within regional and national culture aspects, head on stringent
functional scope for technical innovation among working parameters effectively. This brings on
functional focus towards training employees and also generating advanced focus on communicating
vision oriented growth. China being diversified land of scaled competitive business opportunities,
also brings on varied functional growth arenas for smarter workforce development within longer
run (PEOPLE STRATEGY, 2018). This also brings on varied growth paradigms among
multinational HRM aspects, where strategic vision fundamentally plays crucial role to bring on
motivation domains actively towards untapped scenarios. Adidas for further expansion in China
aims to train employees in language, international laws, and competitive diversity aspects for
further strengthening vision horizons actively and also monitor wider diversity. The brand aims for
imperative value growth aspects, where China market holds sophisticated conceptualised horizons
for cultural values enhancement through which there is collectivism developed among functional
parameters. HRM at Adidas aims for creating cultural diversity aspects and global policies within
strategic concepts, for establishing new domains growth actively and potential expansion towards
innovation horizons.
C) Model of employment and organisation levers used by firm
Supported employment model brings on functional rise in motivation scenarios among
employees for creating competitive employment scenarios, within integrated work settings and
provide varied services support by effective training. Job coaches, co-workers along with business
supervisors enhance employment aspects for stronger commitment among employees, which also

fuels up quality of life. Supported employment also brings on varied functional growth parameters,
where organisation levers are planned by Adidas management for serving stringent innovation
actively towards untapped parameters actively. Organisation levers add fundamentally to yielding
competent innovation, specific scope scenarios for excelling varied functional growth domains,
where Adidas aims to bring on keen development actively to enhance revenue goals (Suba, Inayah
Ashamed and Praia, 2021).
 Grow volume with competitive market share: Adidas aims to increase growth volume by
heading on competitive market share factors, where leveraging fundamental scale
operatives brings on technical shift in business environment domains. Growth volume with
competitive market share works as an innovative lever, to technically grow towards potential
aspects actively and also enhance new untapped customer market arenas actively.
 Generating more leads: The brand aims to generate more leads as one of the widely
essential business strategy, where fundamental innovation develops strategic efficacy among
wider parameters functionally and also operatively brings on diverse strength. Adidas aims
to generate more leads among market scenarios, by bringing on technical innovation
actively within products and services informatively and also synchronising diversified
efficacy goals (.Employment Models: Which Option is Best for You?, 2018).
 Extending customer buying lifetime: The brand aims for extending new range of efficacy
horizons within extended customer lifetime scenarios, which adds on brand value growth
scenarios actively. Customer buying lifetime also potentially plays strong role in synergy
development among business competency horizons functionally, which adds to yielding
higher brand commitment from employees. Also it can be analysed that there is extended
growth analysed in brand growth parameters for varied scale diversification, on which
Adidas aims for dynamic strength paradigms
D) Storeys 27 points of difference between HRM and personnel management as benchmark
No of dimensions Personnel management HRM
Contract Adidas contract within
personnel management is
worked on by bringing on best
contracts with detailed job
roles.
Contracts in HRM are worked
on to keep essential records
functionally which ray

Rules and guide to
management
To increase personnel
management, rules and
guidance towards management
is crucial for strengthening
fundamental scale
diversification
To enhance HRM strategies,
rules and guide to management
must be followed for wider
scale operatives to enhance
motivation.
Corporate plan The personnel management is
worked on by corporate plan
development, which adds to
brand value actively and
functional innovation.
HRM corporate plan must be
effectively diversified for
strengthening functional
approaches actively.
Speed of decision In personal management, speed
of decision plays crucial role
for enhanced functioning
actively among employees at
workforce.
At HRM, speed of decision
plays crucial role for
strengthening focus and best
functional scope for higher
work innovation.
Management role Personnel management is
specifically worked on at
Adidas, where management
role should be actively analysed
towards shaping innovation.
HRM management roles
generate new diversification
and diversity among roles for
keeping up strength among
roles.
Key managers Best talented commercial
expertise under personal
management brings on
functional growth
Key managerial roles in HRM
brings on scope for wider scale
diversity targets among
business scenarios.
Communication Communication among
business plays strong role in
enriching personal
management, functional growth
and diversification which
further adds to brand value.
HRM communication also
enriches brand value actively,
which functionally adds to new
aspects actively and also adds
to coordination mechanisms.
Conflict handling In personal management
conflict handling enables to
HRM at Adidas aims to
enhance conflict handling

generate functional growth
actively and also bring on rise
towards varied connectivity.
procedures actively, by bringing
on varied platforms actively.
Training and development Personal management brings
on specific training and
development pace among
employees, within workforce
and to strengthen vision for
keeping up efficacy active.
HRM aids in training and
development of employees for
strengthening shaped skilled
growth parameters actively
(The Difference Between
Personnel Management and
Human Resource Management,
2021).
E) Importance and significance of local culture and HRM practise needs
HRM Practices in international business development plays strong role in bringing on higher
global domains internationalisation aspects, generate functional scale competent diversification and
also expand new range of innovation. Importance of local cultural factors can be analysed by
fundamental scale operatives essential, where Adidas aims to harness diversity and train employees
as per local culture aspects for fundamental scale growth among business horizons. HRM practices
in international business scenarios plays crucial role for technical brand development and efficacy
imperatives expansion, to create loyalty among employees for strengthened performance (Siddiqui
and Siddiqui, 2020).
 Assessing skill gaps and benchmarks: Adidas aims to analyse skill gaps, workforce training
benchmarks by actively building varied training growth scenarios actively. Best advanced
training is given within international market positioning as per China working standards, to
serve best functional parameters. This can be analysed as one of the most crucial factor
where assessing skill gaps among employees generate specific functional scope for
imperative diversity. International HRM demands skill gaps among employees to be
worked on, where competitive market is functionally growing within varied paradigms.
 Recruiting skilled workforce: Recruitments are based on best skilled workforce scenarios,
where local culture scenarios are being focused on innovative HRM practice needs for
harnessing diversified talents. Adidas aims to hire best talents, within international
functional scope efficacy domains for further scaled growth operatives and quest goals to
employ best human resource (Naiad and Senapati, 2020). This factor also brings on varied

scale importance for recruiting skilled workforce within team development, which further
harnesses competitive diversity.
 International language training: This factor plays strong significant role for further
training of international language aspects, develop language aspect which plays stringent
role for imperative functional growth. Chinese language will be focused on for training
employees, where language training enhances functional scale growth among performance
benchmarks within employees and also to expand towards untapped metrics effectively.
This can be also analysed as crucial factor for enhancing commitment among employees,
bring on higher vision oriented training which keenly raises new potentiality growth
operatives among businesses horizons.
F) Terms of employment laws when international HRM changes local business systems
Employment laws within international HRM plays strong role in strengthening international
market domains actively, enhance functional working reach actively among employee’s motivation
standards for strengthening international positioning. Employment contracts and laws are
essentially followed by international HRM parameters at Adidas for strengthening commitment,
higher working innovation parameters which raises on varied scale goals.
 Immigration and global mobility support: Adidas aims to focus on keeping employment
laws functionally oriented as per immigration laws, within global mobility support essentials
and synchronise functional details informatively. The immigration and global mobility
parameters also bring on fundamental scope for brand value growth, wide scale
diversification as per company long term goals of goodwill development. HR Boarding laws
and new raised up performance benchmarks play strong role to harness global diversity
standards effectively, generate functional growth informatively and also yield functional
growth among brand expertise factors (.Anisole Reiter, 2021).
 Employer obligations compliance check: Adidas aims for keeping employer obligations
compliance check as per international HRM standards where China market being
competitively strong demands company functional scale operatives to be focused on varied
employee’s obligations. This can be understood as widely crucial for keeping up efficacy
domains active within longer run, strengthening brand engagement actively and also to yield
strengthened vison operatives actively. On board hiring should be done by receiving
complete information as per workforce requirements within international HRM parameters,
to competently grow among varied dimensions.
 Employment laws as per international country: The varied range of employment laws as

per international country standards should be followed, to bring on functional growth among
working expertise. This can be also analysed as one of the essential aspect where diversified
obligations within untapped business scenarios, enhance functional keen growth operatives
and bring on best yielding paradigms (Nikolaou, 2021). Employment laws functionally
bring on brand goodwill, within international positioning scope horizons, China market
expansion will bring on brand value rise competently among professional growth expertise
domains.
The above analysed aspect of employment laws in international HRM will enable Adidas to develop
stringent functional growth among workforce growth goals within longer time frame. International
employment laws bring on varied scope for competent scale operatives towards untapped scenarios,
higher specific functional reach and also explore dynamic market reach within global levels.
G) Corporate examples of firms using HR Practices
There are various examples of global firms using varied HR practices which can be analysed
based on functional scale growth among operative parameters, wider business targets and
commercial profitability. International HRM practices also bring on varied imperative business
targets, for enriching brand value within longer time frame and also expand towards untapped
paradigms (.Frail, 2021).
 Levis is one of the most successful corporate example among global firms using best HR
practices for hiring best talent expertise, functionally grow among competent scenarios
actively and also expand towards untapped fundamental diversity parameters. Levis as
widely successful brand has strong HR practices for excelling new scale operatives
informatively and generating innovation actively among working paradigms. HR practices
of Levis are also critically focusing towards bringing best international market reach
informatively and functionally innovate for hiring best talented employees.
 Puma is another brand, hvaing global presence within competitive sports industry having
high advanced HRM strategies for imperatively heading on commercial parameters for
strengthened brand value. This can be also analysed as one of the crucial factor where Puma
has been operatively expanding towards varied functional scope scenarios, by heading on
best HRM strategies. Company holds regular brainstorming sessions , for creating
diversification among ideas and to potentially train employees with best fundamental scale
operatives ( Dhabuwala and Pitroda, 2021).

H) Recommendations to employers regarding new HRM practices
Adidas has varied scope for bringing on new range of HRM practices within business
scenarios for functional growth, higher competitive employee motivation aspects and to bring on
varied goals formed as per diverse paradigms. HRM plays crucial role to bring on brand value rise
actively, generate functional growth among committed workforce development and to in build new
varied efficacy domains to strengthen vision oriented goal operatives. Adidas for enhanced
committed brand value development need to bring on varied new HRM practices for strengthened
vision, competent innovation in ideas commercially (Connelly and et.al. 2021).
 Promotions of new ideas and business growth opportunities: There should be advanced
focus developed on creating innovative reach among new ideas potentialities among
employees, where regular brainstorming sessions will give positive rise ton employee
autonomy. It can be also analysed as one of the crucial factor for promoting new ideas
potentially among business departments within Adidas, also build on stronger talented
workforce and generate performance growth operatives towards new scale expansion
paradigms.
 Investment in international training of employees: There should be strategic investments
developed on training of employees for multinational market presence, higher functional
market growth operatives and also develop crucial innovation actively. It further connects on
diversified scope segments for training employees, higher brand development scope goals
and to determine innovation among working skills for enhances customer goodwill. Adidas
also needs to bring on further brand investments for harnessing best talented skilled
workforce, generate functional growth innovation and also functionally be diversified.
 Higher benefits and package hike: This factor calls for best motivation theories
implementation among employees within workforce where benefits such as informal and
formal motivation plays essential role. Package hike, motivation through incentives will
drive in stringent functional growth operatives and also technically enhance diversification
goals actively among longer stable working goals. Adidas also needs to work towards
international HRM standards benchmarks, for technical work growth among keen arenas
and to generate strength actively within business innovation (Acini, Soiling and Muda,
2021)
CONCLUSION
From the above analysed factors it can be concluded HRM strategies such as innovation and
competitive advantage training, workplace flexibility and specific diversification adds to brand

value development at Adidas. International business culture environment among China bring on
varied scale operatives towards varied paradigms, where Adidas aims to hire best skilled human
resoures.Further, study has also concluded storeys personal management and HRM as some of the
most essential aspects which shape international strategies along with analysis done on employment
laws. Report also concluded Adidas aims to hire best skilled professional expertise professionally
by keeping up high scale diversification aspects, also conduct brainstorming sessions which
enhances motivation goals. Further puma and Levis examples have been concluded as examples for
strategic HRM, where brands have varied new potentialities to keep informative fundamental
diversity horizons functionally. Promotion of new ideas, developing best recruitments and specific
financial motivation highly generates innovation among HRM have been concluded as
recommendations for bringing on advanced scale performance growth.