Carlsberg's Winning Behaviour Strategy: HR Priorities and Challenges

This report provides an in-depth analysis of Carlsberg's winning behaviour strategy and its alignment with key HR priorities. It explores how Carlsberg aims to improve employee engagement, attraction, and retention, adapt to environmental changes, focus on training and development, foster effective communication, and cultivate strong leadership. The report also examines the rationale behind implementing the winning behaviour strategy, emphasizing its focus on customer needs and teamwork. Furthermore, it discusses the difficulties Carlsberg encountered while implementing the strategy in Malaysia, including cultural diversity, advertising restrictions, and taxation issues. Finally, the report offers recommendations for successfully implementing the winning behaviour strategy in Australia, leveraging its multicultural environment to overcome the challenges faced in Malaysia. Desklib provides access to similar reports and solved assignments for students.

Running Head: CARLSBERG 0
WINNING BEHAVIOUR STARTEGY OF CARLSBERG
System04121
6/4/2019

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EXECUTIVE SUMMARY
Carlsberg is a global brewer company which was founded by the Jacobsen in 1847. It
is located in the western side of Europe and it has around 41000 employees. Carlsberg has
various varieties of product offerings. This report focuses on the following things the first
thing the report has discussed is HR priorities of Carlsberg which are improving the
engagement of employees in a workplace, which means motivating the employees and
making them reach the objectives of the firm, next is improving the attraction and retention
which means keeping balance between the attraction and retention rate of the company and
attracting the right people for the job, adapting the changes in the environment which means
changing with technological changes happening in the environment in order to grow, focus
on training and development which means giving training to employees in the company to
provide them with opportunities to grow within the company communication and effective
leadership which helps the employees to work in a team towards the common goals of the
organization. The next thing which the report has discussed is the main rational behind the
implementation of the winning behaviour strategy in any organization is that it helps in
knowing the needs and wants of the customers and it encourages teamwork in an
organization. The report then shows the link between the winning behaviour strategies and
the other HR priorities. The report discusses the issues that the company faced while
implementing the strategy in Malaysia and it is seen that there were various issues that were
there as cultural diversity, ban on beer advertisement and heavy taxation on alcohol. Lastly
the report discusses the recommendations for Carlsberg in order to set the strategy in
Australia, which can be possible as Australia has a multicultural society.

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Contents
EXECUTIVE SUMMARY........................................................................................................1
Introduction................................................................................................................................3
Strategic HR priorities of Carlsberg...........................................................................................3
Improving the engagement of employees in a workplace......................................................3
Improving the attraction and retention...................................................................................3
Adapting the changes in the environment..............................................................................4
Focus on training and development.......................................................................................4
Communication......................................................................................................................4
Effective leadership................................................................................................................4
Rational implementing the “Winning Behaviour Strategy”.......................................................5
Carlsberg's 'Winning Behaviours' strategy and relation with HR practices such as:.................6
Difficulties faced by the company while implementing the strategy in Malaysia.....................7
'Winning Behaviours' strategy in Australian context.................................................................7
Conclusion..................................................................................................................................8
REFRENCES...........................................................................................................................10

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Introduction
Carlsberg is a global brewer company which was founded by the Jacobsen in 1847. It
is located in the western side of Europe and it has around 41000 employees (Hatch, &
Schultz, 2017). In 1970 the company merged with Tuborg which is also beer brand with 500
brands under it. Carlsberg currently holds a very strong place in the market of Denmark as it
has 63% of the beer market and 50% of the soft drink market. Carlsberg has various varieties
of product offerings (Kraaijenbrink, Spender, & Groen, 2010). This report is a study of HR
Priorities of Carlsberg, rational behind implementing the winning behaviour strategy, relation
of Carlsberg winning strategy with the other HR practices, difficulties faced by Carlsberg
while setting the strategy in Malaysia and lastly the recommendations for setting winning
behaviour strategy in Australia for Carlsberg.
Strategic HR priorities of Carlsberg
1. Improving the engagement of employees in a workplace
One of the most important priorities of Carlsberg is to improve the engagement of its
employees in the workplace. For Carlsberg the most important thing is to motivate the
employees and keep a happy and positive work environment for the employees.
Carlsberg focuses on tea mm work and it encourages the employees to work hard
towards the common goal of an organization (Wright, & McMahan, 2011).
2. Improving the attraction and retention
Workforce is totally changing and it is very important for the company to manage the
retention and attraction of the employees and the main priority of the company are to
attract the top talents in the firm. Hiring the right people for the job is really

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important for the job as it is one of the most important parts for any organization.
Carlsberg hire those employees who they think can improve the quality of their work
and can also increase the productivity of the firm.
3. Adapting the changes in the environment
The environment and the market are changing quickly in terms of technology and it is
important for any company or organization to adapt the changes around it. This is the
3rd most important priority of Carlsberg as in order to stay at the top and grow in the
market it is important for Carlsberg to adapt to the new changes in the environment.
(Komańda, 2017).
4. Focus on training and development
The fourth priority is to focus on the training and development of the employees.
Carlsberg focuses on training the developing the skills of their employees. This helps
the employees to grow within the firm and also ensures that the business training is
given to the right people on the right things. This also helps the company to increase
the productivity and builds relationship and teamwork in the company (Ployhart, E.,
& Moliterno, 2011).
5. Communication
Communication is one of the main key to success of any organization and that is the
reason it is important to communicate openly in a firm. Carlsberg pays very high
attention to this and it keeps weekly meetings with the employees in order to know
their issues and give them feedback for their work. This helps the firm to have open
communication and this also helps the employees to share their views with other
members of the company. Communication helps the employees in teamwork as well
as it reduces conflicts among the employees (Guest, 2011).

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6. Effective leadership
Last important HR priority of Carlsberg is effective leadership. Leadership is
something that holds any organization. Carlsberg focuses on having a good leader that
can contribute to the organizations activities and can also guide the employees about
reaching the goals and objectives of an organization as this can help Carlsberg to
grow more in the market. Good leadership is of a great strategic value in the
organization (Gruman, & Saks, 2011).
Rational implementing the “Winning Behaviour Strategy”
The main reason or rational behind the implementation of winning behaviour strategy
is to increase the engagement of the employees, giving good services to the customers and
most importantly to win customers. Winning behaviour strategy is something that mainly
focuses on demands of the customers (Petersen, Welch, & Benito, 2010). The winning
behaviour strategy is something that studies the needs and the wants of the customers and
then builds strategies. According to the case study there are 4 main things that the winning
behaviour strategy focus on the first thing is together we are stronger, we want to win our
customers, we are empowered to make a difference and lastly we are engaged with the
society (Meyer, & Smith, 2000).
Winning behaviour strategy is something which helps the firm to reach the goals of the
organization and it also satisfies the needs and wants of the customers (Vrellas, & Tsiotras,
2015). Winning behaviour strategy works towards building the ideas that can make a
difference in a society, it also works towards the making the ideas and innovations that can
change the perspective of the society and also benefit the society (Minbaeva, 2015). Wining
behaviour strategy is something which is new and can bring change in today’s competitive
world. Winning behaviour strategy is used by various firms nowadays one of which is

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Carlsberg. This is a four step model and a model which helps a company to build various
strategic processes by using various practical techniques and tools and apart from this it also
helps the company or the organizations to reach agility (Gertsen, & Søderberg, 2012).
Carlsberg's 'Winning Behaviours' strategy and relation with HR
practices such as:
Equity and diversity, Workforce planning and development , Social
responsibility and work-life balance.
Yes, the winning behaviour strategy has a link and a relation with the HR practices
such as the Equity and diversity, Workforce planning and development, Social responsibility
and work-life balance. From the case study it can be seen that the Carlsberg follows “we are
engaged with the society” strategy in the winning behaviour strategy which can be linked to
the social responsibility HR practice, this also means that Carlsberg focuses on the society
and it takes decisions that can benefit the society (Kehoe, & Wright, 2013). The case study
also shows that the company makes decisions that can make difference in the society which is
also linked to the social responsibility factor of HR practice as Carlsberg pays high focus on
its activities and it build strategies that can change or make difference in the society
(Gammelgaard, 2015).
The next thing is workforce planning and development, in the case study it is seen that
Carlsberg provides the employees and leaders with training in order to manage their
performance and also to give them an opportunity to grow within the company. This shows
the connection between Carlsberg winning behaviour strategy and HR practices. Carlsberg
also rewards the employees with the best performance which shows that there is diversity and
equity in the organization (Griggs, 2012). After reading the case study it can be seen that

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Carlsberg shows importance towards the employees of the company and also motivate them
by providing them training in the company, this indicates that the company promotes work
life balance as it keeps the employees happy and motivated (Jiang, Lepak, Hu, & Baer. 2012).
Difficulties faced by the company while implementing the strategy in
Malaysia.
According to the case study there were various problems and issues that Carlsberg
faced when it entered the market of the Malaysia. The case study shows that the main people
there were the Malay, Chinese and the Indians. When Carlsberg started with the winning
behaviour strategy in Malaysia, it went through various changes which affected the
organization, leadership and the whole culture of Carlsberg. In the case study it is seen that
Carlsberg focused on the FAST strategy which basically means fearless, smart, and ambitious
and team the main focus of this strategy of Carlsberg was to reach the goals and objectives of
a company by working as a team and knowing the people closely. Carlsberg wanted the same
culture of the Malaysian firm as it had in the local firm but Carlsberg faced issues people
were not able to work in a team due to various cultural differences, the main issue that the
team faced was communication as the people or the employees had different languages and
cultures which was the main hinder in teamwork. Other issues while implementing the
strategy in Carlsberg were the band on advertisement of beer and heavy taxation on alcohol.
These were the main issues of the company that it faced while implementing the winning
behaviour strategy in Malaysia and these were the main reasons that Carlsberg could not
work in Malaysia (Deliya, 2012)

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'Winning Behaviours' strategy in Australian context
According to the case study it was seen that the main issue Carlsberg faced while
implementing the winning behaviour strategy in Malaysia was the difference in culture of
employees, communication issues and issues in teamwork (Sankrusme, 2016). Australia can
be a good option for Carlsberg in order to implement this strategy as it is one of those
countries that is popular for tourists and various migrants come to Australia. Half of the
population of Australia is depended on tourist and migrants who indicates that Australia is
multicultural country. Australia already has a very diverse and multicultural labour force
which can make it easy for Carlsberg to implement the strategy in Australia as it has a
multicultural society (Kigo,& Gachunga, 2016). This will solve all the issues that Carlsberg
was facing in Malaysia. Multicultural society will solve the issue of communication as people
will know how to communicate and this will also solve the issues of team work as
communication is one of the main barriers in teamwork. if the issue of teamwork will be
solved the employees will be able to reach the goals of the organization together (Daley,
2012).
Recommendations for implementing the winning behaviour strategy
 The Company should firstly make a choice and should decide a place where they can
use a strategy and then the company can pay attention to the winning behaviour
strategies of the business (Niero, Hauschild, Hoffmeyer, & Olsen, 2017).
 The company should have a clear mind of where the strategies can be used as it is
important to know the place where the winning behavior strategies are useful (Noe,
Hollenbeck, Gerhart, & Wright, 2017).
 it is important for the organization to know the people it is working with or is going
to work with as it helps in building the strategies for the business

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 The last step is to execute the entire plan and in way than can give the company a
competitive advantage over the others (CHUANG, & Liao, 2010).
Conclusion
This report highlights on the following things which are the HR priorities of Carlsberg
such as improving the engagement of employees in a workplace, improving the attraction and
retention, adapting the changes in the environment, focus on training and development,
communication and effective leadership. The main ration behind the implementation of the
winning behaviour strategy in any organization is that it helps in knowing the needs and
wants of the customers and it encourages teamwork in an organization. The report then shows
the link between the winning behaviour strategies and the other HR priorities. The report
discusses the issues that the company faced while implementing the strategy in Malaysia and
it is seen that there were various issues that were there as cultural diversity, ban on beer
advertisement and heavy taxation on alcohol. Lastly the report discusses the
recommendations for Carlsberg in order to set the strategy in Australia, which can be possible
as Australia has a multicultural society.

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REFRENCES
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context: Taking care of business by taking care of employees and
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Daley, D. M. (2012). Strategic human resources management. Public Personnel
Management, 120-125.
Deliya, M. (2012). Consumer behavior towards the new packaging of FMCG
products. National Monthly Refereed Journal of Research in Commerce and
Management, 1(11), 199-211.
Gammelgaard, J. (2015). Case study I Internationalization of brewery
companies. International Business Strategy: Theory and Practice, 109-113.
Gertsen, M. C., & Søderberg, A. M. (2012). Winning Behaviours in East and West. In Global
collaboration: Intercultural experiences and learning (pp. 151-170). Palgrave
Macmillan, London.
Griggs, G. (2012). ‘Carlsberg don’t make football teams… but if they did’: the utopian
reporting of FC St Pauli in the British media. Soccer & Society, 13(1), 73-82.
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee
engagement. Human Resource Management Review, 21(2), 123-136.
Guest, D. E. (2011). Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), 3-13.

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Group. Administrative Science Quarterly, 62(4), 657-697.
Hatch, M. J., Schultz, M., & Skov, A. M. (2015). Organizational identity and culture in the
context of managed change: Transformation in the Carlsberg Group, 2009–
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Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
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Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-
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Kigo, S. K., & Gachunga, H. (2016). Effect of talent management strategies on employee
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Komańda, M. (2017). Brand sponsorship and social media. Coca Cola and Carlsberg
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Kraaijenbrink, J., Spender, J. C., & Groen, A. J. (2010). The resource-based view: a review
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Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of
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