Analysis of Carlsberg's Winning Behavior Strategy in HRM Context

This report delves into Carlsberg's human resource management, specifically examining its 'Winning Behavior' strategy. It explores the rationale behind this strategy, which aims to enhance employee productivity and organizational performance amidst market challenges. The report analyzes how this strategy aligns with other HR practices, such as diversity and equity, workforce planning, and social responsibility, while also addressing implementation difficulties in Malaysia, including language barriers and cultural differences. Furthermore, the report assesses the potential impact of the 'Winning Behavior' strategy in Australia, considering cultural dimensions like masculinity, long-term orientation, and individualism. It concludes with recommendations for adapting the strategy to the Australian context, emphasizing a balance between teamwork and individual benefits.

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
Name of the student
Name of the university
Author note

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Introduction
Effectiveness of the human resource management process determines the extent to which
the employees are having highest level of productivity and efficiency in the workplace. In
addition, it should also be noted that effective approach to the human resource management can
also be beneficial in terms of preventing the employee related issues and retaining them. Similar
to any large scale business organizations, these concepts are similarly applicable for Carlsberg.
They are having a new approach in their existing human resource management process named
“Winning Behavior”, which is being implemented across their global operations (Sanderberg,
2015). It is identified that there are certain human resource priorities being considered in
initiating this new concept. Some of these priorities are development of common group culture,
people capabilities, profitability and brand value. Thus, the core concept behind the winning
behavior approach is the enhancement of the organizational productivity and performance. In
this case, it can be concluded that the human resource management approach of Carlsberg is
based on the output oriented view (Hatch & Schultz, 2013).
This paper will discuss about the rationale behind the winning behavior strategy and how
this strategy is being aligned with other human resource practices. In addition, the difficulties
being faced by Carlsberg in implementing the same in Malaysia will be discussed in this paper.
The potential issues in implementing this strategy in Australia will be identified and
recommended steps will be discussed accordingly.
Rationale of implementing winning behavior strategy
One of the major reasons of implementing the winning behavior strategy is the market
challenges being faced by Carlsberg. This is due to the fact that in the given case, it is stated that

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Carlsberg faced stiff competition in the early nineties and trailed behind some of their major
competitors. In this case, they are having the need for outcome oriented approach by which the
performance of the employees can get enhanced along with the increase in the average
production rate. According to Bourne et al. (2013), human resource management approaches and
organizational performance are having direct relationship due to the fact that human resource
management processes can help in motivating and engaging the employees in their workplace
and accordingly, increases their performance. Thus, in the case of Carlsberg, this new approach
of human resource management process is implemented in enhancing the organizational
performance and competes in the market. The more effective will be the organizational
performance, the more will be the probability of regain the lost market share (Mariappanadar &
Kramar, 2014).
On the other hand, Fapohunda (2013) stated that effective team management is also a key
to organizational effectiveness and success. This is due to the reason that team based works help
in enhanced bonding among the employees along with ensuring more responsibilities of the
stakeholders. In the case of Carlsberg, this is another rationale behind the implementation of the
winning behavior strategy in the workplace. This is due to the reason that, the objective of this
new process is creating the bonding between the employees under the objective of “together we
are stronger”. This states that the then CEO of Carlsberg emphasized on enhancing the
coordination and cooperation between the internal stakeholders and thus this process of winning
behavior is implemented. It is identified that Carlsberg faced the challenges in the market mainly
due to the lack of customer engagement and centricity in their business. This caused lack of
acceptances of their products in the market. In this case, they have focused on increasing the
customer centricity in their business. As per Saarijarvi, Karjaluoto and Kuusela (2013),

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managing the customer centricity in the business can be beneficial in empowering the firms due
to the reason that it will ensure the business process according to the current market trends. Thus,
Carlsberg initiated the winning behavior process in order to have more connection with their
customers and to develop product and business process according to the current market trends.
This will help them in meeting the expectations of the target customers and gain the lost market
share.
Alignment of winning behavior
In the given case, it is identified that the winning behavior strategy of Carlsberg is
aligned with different other human resource practices. This alignment is important because
organizations should have holistic approach towards the fulfillment of the employee expectation
and organizational standards. In the case of Carlsberg, different human resource practices such as
equity and diversity, workforce planning and development and work life balance. According to
Janssens, Maddy and Patrizia Zanoni (2014), diversity and equity is very much important in the
case of the multinationals due to the reason that employees are belonging from different social
and cultural factors. Carlsberg is also having their presence in different countries across the
world. Moreover, the operating countries of Carlsberg are much diverse due to the fact that they
are having their operation in Malaysia, which is a Muslim major country. It is identified that the
winning behavior strategy of Carlsberg is based on the adaptable approach and glocal process is
followed. It is stated that winning behavior included the cultural traditions and employees from
Malaysia are trained with the new approach on the basis of local cultural trends of Malaysia. For
instance, employees in Malaysia are allowed to speak in their local languages (Lambreeti, 2013).
This denotes that the diversity is considered and aligned with the winning behavior of Carlsberg.

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However, in this case, it is stated by Ewoh (2013), there are few challenges also to be
faced in initiating diversity in the workplace. One of the major challenges is the communication
due to the fact that different languages are used among the workforce. It is evident in the case of
Carlsberg, where they are facing the challenge of communicating with the employees in
Malaysia in their local language. It is also identified that standardized approach of the winning
strategy also created the further difficulties among the internal stakeholders of Carlsberg due to
the reason that standardized approach is challenging to implement in different social
environments. For instance, it is stated in the case that Danish employees are not comfortable
with the winning culture.
In terms of workforce planning and development, it is also identified that winning
behavior is well aligned. This is due to the reason that employees are given training and they are
inducted in periodical training workshops to get accustomed with the new organizational culture.
According to Jehanzeb and Bashir (2013), employee training is having multiple benefits for the
organizations. This is due to the reason that with the help of the training for the employees, they
will gain more skills and expertise and accordingly they will gain the new knowledge. In the case
of the winning behavior in Carlsberg, initiation of the training and development program helped
in equipping the employees with the new culture. Thus, the workforce development plan is well
organized and aligned. In addition, the adaptable approach of the training program further helped
in workforce development due to the reason that it is aligned with the local performance
management systems. In the case, it is identified that for the Malaysian employees, the training
program is implemented on the basis of their local FAST program. This further helped the
workforce in getting aligned with the winning behavior strategy.

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The alignment of the social responsibility approach with the winning behavior is also
evident in the case of Carlsberg. This is due to the fact that the training program is also focused
on equipping the employees in volunteering works and motivating them in initiating socially
responsible works. It is stated by Kim and Scullion (2013) that social responsible activities of the
organization are directly linked with the engagement of the employees. This is due to the reason
that if the employees are given the autonomy in initiating volunteering works, then they will feel
the sense of authority and responsibility, which will further help in engaging the employees in
the workplace. On the other hand, it is also being stated by the authors that social responsible
activities are also having positive impacts on the employees in terms of ethical behavior. In the
case of Carlsberg, it is important because being an alcohol brand; they need to carry goodwill in
the market and ethical practices of the employees. Thus, it can be concluded that almost all the
human resource practices of Carlsberg are well aligned with the winning behavior strategy
except a few limitations.
Difficulties in implementation in Malaysia
One of the major difficulties being identified of implementing the winning behavior
strategy in Malaysia is the language problem. This is due to the reason that the winning behavior
strategy is implemented on the basis of a standardized approach and this is not applicable across
all the social environments. Thus, the major change being faced in Malaysia is adapting the
change in the winning behavior strategy with the local trends of the country (Martin, 2014). In
this case, it should be noted that different social and cultural backgrounds of the employees are
having different and diverse sets of approaches, which may be contradictory with one another.
For instance, Malaysia is the Muslim majority country and alcohol is prohibited in their religion.
Thus, it is difficult for Carlsberg in advertising their products. Moreover, with the social trends

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against the alcohol, Carlsberg also faced the challenge of managing the employees with their
organizational culture. The above discussed language problem also caused issues in
implementing the standardized approach of the winning strategy (Li et al., 2017). Malaysian
employees faced difficulties in speaking the language other than their mother tongue and vice
versa. Thus, the standardized approach can get implemented in place, rather it has to be
implemented as per the local trends of Malaysia.
Analysis of winning behavior in Australian perspective
Carlsberg will face both positive and negative factors in implementing the winning
behavior in Australia. According to the Hofstede’s cultural dimensions, Australia is a masculine
society where the approach of “winner takes all” is followed. Thus, the winning strategy of
Carlsberg will be well matched with the masculinity of the Australian society and will not face
any difficulties (Mazanec et al., 2015). In addition, the winning behavior of Carlsberg will also
be effective in Australia in terms of the long term orientation. Australia is having normative
culture and thus Australians are more focused on achieving quick results along with respecting
the traditions. Thus, in the case of business operation of Carlsberg, achievement of quick results
will help in aligning the employees with their winning behavior strategy.
However, on the other hand, it should also be noted that Australia is more included
towards the avoidance of uncertainty. This is due to the reason that according to the Hofstede’s
cultural dimensions, Australians are more skeptical towards accepting the unknown situations.
Thus, in the case of implementing the winning behavior of Carlsberg, Australian employees may
feel threatened by the new processes and might resist. This will be a major issue in implementing
the same in Australia (Dartey-Baah, 2013). In addition, it is also identified that Australia is an

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individualistic society and thus the teamwork based approach might not get succeeded in the
country. The Australian employees will expect more individualistic practices, which are not
considered in the winning behavior. Thus, this will also be another issue for Carlsberg in
implementing their winning strategy in Australia.
Recommendation and conclusion
Hence, it is recommended that adaptable approach should also be initiated in
implementing it in the Australian society and this will help in amending the winning behavior
strategy according to the local social and cultural trends. In addition, it is also recommended that
in the Australian society, the focus on the teamwork should be there but the benefits should be
based on the individuals. This will meet the individualistic nature of the Australian society along
with following the core value and principles of the winning strategy. This paper concludes that
there are different human resource practices identified in the business operation of Carlsberg,
which are well aligned with the winning strategy. However, a few limitations are also identified
in this case, which are discussed in this paper.

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