Individual Case Study Report: Carlsberg's Global HR Implementation

This case study report delves into Carlsberg's strategic human resource priorities, focusing on its 'Winning Behaviours' strategy. It outlines the rationale behind this strategy, examines its alignment with other HR practices such as equity and diversity, workforce planning, social responsibility, and work-life balance. The report analyzes the difficulties Carlsberg faced when implementing the strategy in Malaysia, and provides an assessment of its potential effectiveness in the Australian context. The report also offers recommendations for successful implementation. The report is a comprehensive analysis of Carlsberg's global HR practices, implementation challenges, and recommendations.

Running head: GLOBAL HUMAN RESOURCE MANAGEMENT
GLOBAL HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction....................................................................................................................2
Strategic HR priorities of Carlsberg...............................................................................2
Rationale of implementing “Winning Behaviours” strategy.........................................4
Ways by which Carlsberg’s “Winning Behaviours” strategy aligns with other HR
practices......................................................................................................................................5
Analysis of the difficulties faced by Carlsberg in the implementation of this strategy
in Malaysia.................................................................................................................................7
Analysis of effectiveness of the strategy in the Australian context...............................7
Conclusion......................................................................................................................8
References......................................................................................................................9

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Introduction
Carlsberg A/S is a global brewing organization that was established in the year 1847
by J.C. Jacobsen and the headquarters of the company was located in Copenhagen, Denmark.
After Jacobsen’s death in the year 1887, the majority of the owners of Carlsberg is under
Carlsberg Foundation. The flagship brand of the organization is Carlsberg and Tuborg that is
also brewed by the organization (Carlsberg.com 2019). Other major brands that are
developed by the organization include, Kronenburg, Somersby Cider and the Russian best-
selling brand named Baltika. The organization has employed more than 40,000 people in the
different areas of Western Europe, Asia and Eastern Europe (Carlsberg.com 2019).
The report will be built on the analysis of the strategic human resource priorities that
have been developed by Carlsberg in order to maintain its processes in the industry. The
analysis of the “Winning Behaviours” strategy will be the most important part of the report.
The alignment of “Winning Behaviours” strategy with the different HR practices of the
organization will be discussed in the report. Carlsberg has faced some major issues in the
process of implementation of the strategy in Malaysia. The issues will be also be analysed in
the report in detail (Albrecht et al., 2015).
Strategic HR priorities of Carlsberg
Carlsberg can be considered to be an inspiring and dynamic work place that is able to
offer employees with the opportunities of working along with the strongest brands in the
world. The three major regions of operations of the organization include, Eastern Europe,
Western Europe and Asia. The organization has been successful in the development of a
strong position in these areas with the ambition of providing the best levels of services. The
fundamental changes have mainly taken place in the methods by which the companies are
able to prioritize and also operate (Bailey et al., 2018). Carlsberg thereby strives to become

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an attractive organization with the help of proper development of high levels of engagement
and commitment and the professional attitude that had been a major factor related to the
growth of the organization. The organization strives to be successful with the help of proper
development of a winning culture in the organization (Brewster, Chung & Sparrow, 2016).
The Team Spirit is considered to be an important part of the opportunities that have
been used in order to upsurge the levels of growth and personal development as well. The
organization has mainly appointed people who have a broad range of skills, knowledge and
talents who are able to take the ownership based on the delivery of the outstanding results.
The development of an effective culture is considered to be a significant aspect that can have
an impact on the methods by which the organization is able to maintain the operations
(Collings, Wood & Szamosi, 2018). The principles that have been developed by the
organization are based on the three As that include, Alignment, Accountability and Action.
The three As are able to stand together in an effective way in order to maintain the human
resources. The employees of Carlsberg are considered to be of high value to the organization
(Deery & Jago, 2015).
The Human Rights and Labour Rights are highly important for the ways by which
Carlsberg Group is able to preserve its processes in the industry. The business operations that
are conducted by the organization in diverse parts of the world are based on similar levels of
value that are provided to Carlsberg. The growth of employees in the organization is
considered to be a significant aspect that is related to the effective operations of Carlsberg in
the industry (Gammelgaard, 2015). The levels of opportunities that are presented to the
employees are considered to be a significant part of the operations that have been developed
by Carlsberg. The training based opportunities offered to the organization are important for
the development of the careers of employees in different parts of the world (Guest, 2017).

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Rationale of implementing “Winning Behaviours” strategy
The “Winning Behaviours” strategy that has been implemented by Carlsberg Group is
based on the development of Carlsberg Shared Services. The five different aspects that are a
part of the “Winning Behaviours” strategy are as follows,
1) The customers and the consumers are at heart of the different decisions that
have been made. The management of the organization has been able to put
themselves in the shoes of customers in order to understand their preferences
and needs. The plans and the strategies of the organization are thereby based
on the insights and the continuous evaluation of the ways by which the work
experience can be improved (Carlsberg.com 2019).
2) Togetherness is the strength of the company in order to maintain the levels of
operations in the industry. The company is able to provide high levels of
respect to the differences that exist in the brands, culture and people who are
responsible for the development of best behaviours. The best practices are
thereby developed with respect to the growth of the organization and its
winning nature as well (Carlsberg.com 2019).
3) The organization provides high levels of empowerment to the employees so
that they are able to develop a major difference. The ownership based
challenges that have been faced by the company are on an individual and team
basis as well. The management of the organization has not allowed high levels
of the fear of failure to overcome the activities that are performed by the
employees. The good ideas that are provided by the employees are able to
develop an environment that is related to the passion in order to deliver the
products (Carlsberg.com 2019).

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4) The organization and the management is highly engaged with the society. The
employees and the organizations are highly responsible and improves the
levels of business sense based on positive contribution that is provided. The
communities in which the organization has its operations are influenced in a
huge way by the activities that are performed by the company (Carlsberg.com
2019).
5) The organization and the management mainly strives to develop winning
solutions that lead to the development of different winning solutions based on
steps that can be taken by the organization. The size of the marketplace is
considered to be a significant aspect that is able to influence the proactive
nature of the organization (Carlsberg.com 2019).
The five different parts of the implementation of “Winning Behaviours” have been
able to play a key part in the methods by which Carlsberg is able to uphold its processes and
the employees of the organization in an effective manner. The major rationale behind the
development of “Winning Behaviours” is related to the proper growth of the revenues of
Carlsberg (Hanson et al., 2016).
Ways by which Carlsberg’s “Winning Behaviours” strategy aligns with other HR
practices
The major foundation of the development of HR strategy of Carlsberg is based on the
continuous levels of care that are taken of the employees of the company. The employees are
able to maintain their work process in the industry with the help of communications that have
been developed with the management. The private lives and the work lives of the employees
are taken care by the organization with the help of strategies that have been implemented
(Jamali, El Dirani & Harwood, 2015). The HR management is considered to be a significant

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aspect that is able to influence the processes of the organization. The “GloCal” strategy is
implemented on a global basis that is implemented in local context. The GloCal approach has
been applied by the organization so that the local management is able to adapt to different
business processes that also include the local needs (Marvel, Davis & Sproul, 2016).
The Carlsberg Group mainly pays huge levels of attention to the proper recruitment of
new employees by providing encouragement based on their adaptability, motivation and
dedication. The management system of the organization is highly efficient in nature and the
proper expansion and improvement of the product portfolio that is constantly focussed on the
buyers, clients and the consumers. The family-like atmosphere that has been developed
within the organization is helpful for the development of the attitude, culture and ambitions
of employees (Noe et al., 2017). The “Winning Behaviours” strategy that has been
implemented by the organization is aligned in an effective manner with the HR practices of
Carlsberg. The employees are also considered to be a major part of the operations that are
developed by Carlsberg. The five different aspects of the “Winning Behaviours” strategy
have been aligned in an effective manner with the human resource strategy (Søderberg,
2015). The company has been successful in maintaining its place in the industry with the help
of proper alignment of the strategies of the organization with the “Winning Behaviours”
based concept. The key to the success of organization is mainly based on the value that is
provided by the organization to the employees. The balance that is developed by the
employees is considered to be an important part of the ways by which the strategy has been
aligned with the HR practices (Stone & Deadrick, 2015).

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Analysis of the difficulties faced by Carlsberg in the implementation of this strategy in
Malaysia
Carlsberg has faced some major issues based on its operations in Malaysia due to the
rise that has been experienced in the input costs. The plans are being developed by the
company in order to accomplish the costs that are incurred based on the prices of the
products. Carlsberg Malaysia has been hit by the costs related to development of aluminium
cans that are used for offering the products to the customers. Carlsberg Malaysia also requires
to hedge the prices of different raw materials that are used for the development of products
(Wilton, 2016). The cost based challenges that have been faced by the company also have an
impact on the ways by which Carlsberg is able to uphold its place in the industry for a longer
period of time. The costs based on employees of the organization also have to be reduced by
Carlsberg so that it can maintain the costs of production (Marvel, Davis & Sproul, 2016). The
growth potential that has been developed by Carlsberg is also affected in a huge way due to
the issues that are being faced by the company based on the application of the “Winning
Behaviours” approach. The privileges that are provided by Carlsberg to the employees in
other parts of the world have not been provided in its Malaysian operations of the company
(Jamali, El Dirani & Harwood, 2015).
Analysis of effectiveness of the strategy in the Australian context
The strategy of “Winning Behaviours” that is developed by the organization and is
implemented in the operations of Carlsberg in different parts of the world. The strategy will
prove to be effective for the organization so that it can maintain its profitable operations in
Australia (Hanson et al., 2016). The win-win situation that will be developed by the
organization is mainly related to the ways by which stages of profitability can be increased.
The growth of a collaborative work environment is also a significant factor that can help in

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the improvement of revenues and the levels of services that are offered by them as well
(Jamali, El Dirani & Harwood, 2015).
Recommendations
The recommendations that are provided to Carlsberg are as follows,
The development of Winning Behaviours Strategy in order to improve the
levels of revenues.
Increasing the levels of engagement of organization with the customers.
Conclusion
The report can be settled by stating that Carlsberg has been fruitful in the growth of an
effective position in different countries with the help of appropriate implementation of
“Winning Behaviours” strategy. The operations of Carlsberg in Malaysia have been
influenced in a huge way by the costs built on production and human resources as well. The
organization will be able to maintain the operations in different countries with the support
that is offered by the work process of the employees and the levels of value that are provided
to employees by the organization.

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References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015).
Employee engagement, human resource management practices and competitive
advantage: An integrated approach. Journal of Organizational Effectiveness: People
and Performance, 2(1), 7-35.
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource
management. Oxford University Press.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management.
Routledge.
Carlsberg.com (2019). Carlsberg - Probably the best beer in the world. [online]
Carlsberg.com. Available at: https://www.carlsberg.com/en/ [Accessed 27 May 2019].
Collings, D. G., Wood, G. T., & Szamosi, L. T. (2018). Human resource management: A
critical approach. In Human Resource Management (pp. 1-23). Routledge.
Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3),
453-472.
Gammelgaard, J. (2015). Case study I Internationalization of brewery
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Hanson, D., Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2016). Strategic management:
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Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation
model. Business Ethics: A European Review, 24(2), 125-143.
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