A SPECIAL PROJECT ON

HUMAN RESOURCE MANAGEMENT

“CARLSBERG”

SUBMITTED TO
Prof. Malay Patel

(FACULTY OF HUMAN RESOURCE MANAGEMENT)

SUBMITTED BY
Krapanshu Rathi

Dhruvil Singh Rathore

Preet Patel

SEMESTER 3

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 CERTIFICATE OF DECLARATION

I hereby declare that the project work entitled “A Special Project on Human resource
Management- CARLSBERG” submitted to Unitedworld School of Law, Gandhinagar, Gujarat is
an original work carried out by me under the guidance of Prof. Malay Patel, Faculty member.

Krapanshu Rathi

Dhruvil Singh Rathore

Preet Patel

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 ACKNOWLEDGEMENTS

This is not just a customary acknowledgement of help that I received but a sincere expression of
gratitude to all those who have helped me to complete this project and made it seem apparently
more readable than otherwise it would have been.

I would like to express a deep sense of thanks and gratitude to my project guide Prof. Malay
Patel, giving such an interesting and wonderful topic.

I am also grateful to all my friends and seniors who have given their valuable suggestions
pertaining to the topic and have been a constant source of help and support.

Thanking everyone.

TABLE OF CONTENTS

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CERTIFICATE OF DECLARATION...................................................................................................................2
ACKNOWLEDGEMENTS................................................................................................................................3
TABLE OF CONTENTS...................................................................................................................................4
INTRODUCTION OF HUMAN RESOURCE MANAGEMENT............................................................................5
Features of HRM...................................................................................................................................7
DISADVANTAGES:..............................................................................................................................9
INTRODUCTION TO CARLSBERG................................................................................................................10
RECRUITMENT AND SELECTIO...................................................................................................................12
Growth Opportunities...............................................................................................................................14
CARLSBERG HR INITIATIVES.......................................................................................................................16
Employees Benefit.....................................................................................................................................17

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 INTRODUCTION OF HUMAN RESOURCE MANAGEMENT

Human beings are social beings and hardly ever live and work in isolation. We always plan,
develop and manage our relations both consciously and unconsciously. The relations are the
outcome of our actions and depend to a great extent upon our ability to manage our actions.
From childhood each and every individual acquire knowledge and experience on understanding
others and how to behave in each and every situations in life. Later we carry forward this
learning and understanding in carrying and managing relations at our workplace. The whole
context of Human Resource Management revolves around this core matter of managing
relations at work place.

Since mid-1980’s Human Resource Management (HRM) has gained acceptance in both
academic and commercial circle. HRM is a multidisciplinary organizational function that draws
theories and ideas from various fields such as management, psychology, sociology and
economic. Effective HRM depends very much on the causes and conditions that an
organizational setting would provide. Any Organization has three basic components: People,
Purpose, and Structure.

Today, companies that offer products with the highest quality are the ones who has standards in
the market but the only thing that will uphold a company’s advantage tomorrow is the caliber of
people in the organization as people or employees are considered as most important asset of an
organization. In order to be competitive, to grow, and diversify an organization must ensure that
its employees are qualified, placed in appropriate positions, properly trained, managed
effectively, and committed to the firm’s success.

What is Human Resource Management?

HRM is the study of activities regarding people working in an organization. It is a managerial

function that tries to match an organization’s needs to the skills and abilities of its employees. In
short, HRM is the process of recruiting, selecting employees, providing proper orientation and
induction, imparting proper training and developing skills.

Definitions:

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 o Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in
organizations. Human resource management is designing management systems to ensure
that human talent is used effectively and efficiently to accomplish organizational goals.
HRM is the personnel function which is concerned with procurement, development,
compensation, integration and maintenance of the personnel of an organization for the
purpose of contributing towards the accomplishments of the organization’s objectives.
Therefore, personnel management is the planning, organizing, directing, and controlling
of the performance of those operative functions1.
o According to the Invancevich and Glueck2, “HRM is concerned with the most effective
use of people to achieve organizational and individual goals. It is the way of managing
people at work, so that they give their best to the organization”.
o According to Dessler3 (2008) the policies and practices involved in carrying out the
“people” or human resource aspects of a management position, including recruiting,
screening, training, rewarding, and appraising comprises of HRM.
o HRM refers to the management of people in organizations. It comprises of the activities,
policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining the appropriate number and skill mix of employees to
accomplish the organization’s objectives. The goal of HRM is to maximize employees’
contributions in order to achieve optimal productivity and effectiveness, while
simultaneously attaining individual objectives and societal objectives.4

In short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an organization in an
effective and efficient manner.

1
Principles of personnel Management-Edwin flippo
2
Carrell Michael R., Elbert Norbert F., Hatfield Robert D. (1999), “Human Resource Management,” Prentice Hall,
Englewood Cliffs, New Jersey.
3
Dessler Gary (2001), “Personnel Management”, Prentice Hall International Editions, New Jersey.
4
Mamoria C.B., Gankar S.V., (2006), “A Textbook of Human Resource Management”, Himalaya Publishing House,
New Delhi.

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HRM also includes employee assessment like performance appraisal, facilitating proper
compensation and benefits, encouragement, maintaining proper relations with labor and with
trade unions, and taking care of employee safety, welfare and health by complying with labor
laws of the state or country concerned.

Features of HRM

 It is pervasive in nature, as it is present in all industries.

 It helps employees develop and groom their potential completely.

 It motivates employees to give their best to the company.

 It tries to put people on assigned tasks in order to have good production or results.

 It helps a company achieve its goals in the future by facilitating work for competent and
well-motivated employees.

 It approaches to build and maintain cordial relationship among people working at various
levels in the company.

Objectives of HRM

 Human Capital : assisting the organization in obtaining the right number and types of
employees to fulfill its strategic and operational goals
 Developing organizational climate: helping to create a climate in which employees are
encouraged to develop and utilize their skills to the fullest and to employ the skills and
abilities of the workforce efficiently
 Helping to maintain performance standards and increase productivity through effective
job design; providing adequate orientation, training and development; providing
performance-related feedback; and ensuring effective two-way communication.
 Helping to create and maintain a safe and healthy work environment
 Developing programs to meet the economic, psychological, and social needs of the
employees and helping the organization to retain the productive employees

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The above stated HRM objectives can be summarized under four specific objectives: societal,
organizational, and functional and personnel.

1) Societal Objectives: seek to ensure that the organization becomes socially responsible to the
needs and challenges of the society while minimizing the negative impact of such demands upon
the organization. The failure of the organizations to use their resources for the society’s benefit
in ethical ways may lead to restriction.

2) Organizational Objectives: it recognizes the role of HRM in bringing about organizational

effectiveness. It makes sure that HRM is not a standalone department, but rather a means to
assist the organization with its primary objectives. The HR department exists to serve the rest of
the organization.

3) Functional Objectives: is to maintain the department’s contribution at a level appropriate to

the organization’s needs. Human resources are to be adjusted to suit the organization’s demands.
The department’s value should not become too expensive at the cost of the organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at least as

far as these goals enhance the individual’s contribution to the organization. Personal objectives
of employees must be met if they are to be maintained, retained and motivated. Otherwise
employee performance and satisfaction may decline giving rise to employee turnover.

Function of HRM

Functions of HRM has an important role to play in equipping organizations to meet the
challenges of an expanding and increasingly competitive sector. Increase in staff numbers,
contractual diversification and changes in demographic profile which compel the HR managers
to reconfigure the role and significance of human resources management. All the functions of
HRM are correlated with the core objectives of HRM. For example, personal objectives is sought
to be realized through functions like remuneration, assessment etc.

HRM has seven interlinked functions taking place within organizations such as legal, economic,
technological, global, environmental, cultural, geographic, political, and social.

Role of HRM

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The role of HRM is to plan, develop and administer policies and programs designed to make
optimum use of an organizations human resources. It is that part of management which is
concerned with the people at work and with their relationship within enterprises. Its objectives
are:

o effective utilization of human resources,

o desirable working relationships among all members of the organizations, and
o maximum individual development.

ADVANTAGES:

 compliance with federal and state laws

 streamline processes for recruitment and selection produce
 analyses data and reports for internal and external use
 ease of use for qualification computer technology specialists,
 accuracy of information
 ability to perform HR audits using any combination of parameters
 Employees and managers can locate answers and information quickly without the need to
consult an HR representative every time.
 An HRIS can reduce the amount of paperwork and manual record keeping
 It retrieves information quickly and accurately
 It allows quick analysis of HR issues

DISADVANTAGES:

 human error during information input

 costly technology to update your system
 malfunctions or insufficient applications to support your human resources needs
 finding a qualified specialist with human resources functional area knowledge is difficult.
 Unauthorized Access
 Specialized Knowledge
 Data Entry Errors

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  The cost per-hire for another employee in a specialized field may be a stretch for some
small businesses

INTRODUCTION TO CARLSBERG

The Carlsberg Foundation was established in 1876, when J.C. Jacobsen secured the future of his
brewery by transferring it to the Royal Danish Academy of Sciences and Letters. Since then, the
Carlsberg Foundation has overseen the Carlsberg Group, ensuring that the brewery is run with
the focus on innovation and high-quality products, and supported basic research within the
natural sciences, social sciences and humanities. All in accordance with the Brewer’s wishes and
vision. J.C. Jacobsen was particularly far-sighted when, in 1876, he created a Deed of Gift
transferring Carlsberg to the Royal Danish Academy of Sciences and Letters. 

At the time, the Academy served as a meeting-place for the Danish Elite researchers, as is the
case to this very day. J.C. Jacobsen's decision was ground-breaking visionary and lasting. His
idea was that the Carlsberg Foundation, with its roots in science, should ensure that, even after
his death, Carlsberg would strive to continuously improve beer brewing and produce the highest-
quality products. When J.C. Jacobsen dies during a visit to Rome on 1887, the Carlsberg
Foundation assumes ownership and management of Old Carlsberg. The Carlsberg Group is
currently the only global brewer owned by a commercial foundation.

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 TRAINING

People management is of highest importance to us. In Carlsberg Group we apply various tools to
identify talents, drive the people agenda and develop our people. We live a feedback culture by
having a constant dialogue with our employees throughout the year. We live transparency by
concrete objective setting and proof consistency by conducting mid- and end-year reviews. We
perform people boards in order to identify and discuss talents and conduct talent panels to
regularly follow up on their development. To have the right people at the right position is what
drives our people management.

With differentiated training programs we focus on development and learning by addressing

different areas of development.

Cross functional and cross-country development steps are the basis of our career paths. We give
our talents the opportunity to develop and progress within Carlsberg Group. Career paths include
various forms of career progression e.g. horizontal moves, vertical moves and cross-functional
moves.

Through our tailor made talent management process and programs we evaluate fact based the
needs for development of our talents for example with the participation in a Development center.
Participating in Development centers helps to identify development needs. A structured
development plan will support the talents to improve and to grow.

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 RECRUITMENT AND SELECTION

Every day at Carlsberg is an adventure filled with opportunities for personal and professional
growth. All it takes is the courage to face challenges head-on, a passion for winning and the
continuous strive to become better day by day.

As we relentlessly pursue our strategy for growth, we seek talented individuals who can perform
and excel in a constantly developing, rewarding workplace. Wherever you work in the Carlsberg
Group, you have the opportunity to make a difference to strong global brands with proud local
roots.

We aim to identify the right candidate the first time, which is why we invest considerable effort
in our selection and assessment processes. We evaluate your skills and competencies, and we
also assess your potential long-term fit with Carlsberg Groups company culture and behaviors. 

Applying

When applying for a position at Carlsberg Group, please include the following in your cover
letter and CV:

 Why you are applying for the vacant position.

 How your competencies, knowledge and experience are relevant to the position you are
applying for and how you can contribute to our team-based winning culture.

 A structured CV describing your career and your professional competencies.

Interviewing

After reviewing all applications, we start inviting for interviews. Usually first interview will be
with hiring manager and a team member. Second interview will most often include HR

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conducting a structured interview based on our competencies: Alignment, Accountability and
Action. Business cases and role-plays will also be applied in some cases, allowing us to evaluate
candidates in real life situations. All together these interviews and tools enable the hiring
manager to assess whether the candidate match what is required both in regard to the vacant
position and to living our company culture.

We often find it valuable to contact references – but only with your prior consent. Hereafter the
hiring manager, together with HR, selects the candidate and offer him/her the position. As soon
as possible after the right candidate has been chosen, we communicate back to all applicants
about the status of the process

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 Growth Opportunities

Carlsberg believed in promoting people from within for higher management cadres. The SFA
program helped management take decisions regarding promotions, though its utility was
confined to evaluating the performance of the managerial cadre employees only. Carlsberg also
provided opportunities to employees from the non-managerial cadres to move up to the
managerial level. In order to encourage non-managerial cadre employees to move to the
managerial level within the organization, Carlsberg devised a unique program known as
“Leadership Evaluation and Awareness Process” (LEAP). This program was conceived in 1988,
when Carlsberg observed that 10% of the non-managerial cadre employees who were given
managerial level tasks for the first time quit the organization within 14 months of taking up their
new tasks. Under the LEAP program, these employees got the opportunity to assess their ability
to take up managerial responsibilities. The employees had to undergo a grueling process in order
to qualify for the managerial positions. The components of the LEAP program were a session on
“Is Management for Me,” assessment of the employee leadership skills, a report by the manager
concerned on the employee’s ability to lead people, a report by peers on the employee’s
managerial skills, and a evaluation of the employee (Refer Exhibit III for a description of steps
involved in LEAP). Every year, an estimated 3,000 Carlsberg employees appeared for the LEAP.
LEAP turned out to be a very useful tool for Carlsberg as well as for the employees. It helped
management assess the leadership and managerial skills of its employees and also provided
employees the opportunity to assess their leadership potential. Apart from the regular employees,
Carlsberg hired temporary employees who were paid on an hourly basis. In order to provide
temporary employees the opportunity to gain regular employment in Carlsberg, the company

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devised an on-line job posting system known as „Job Change Applicant Tracking System‟
(JCATS). Every Friday, Carlsberg posted the available job positions on JCATS.

Once the temporary employees posted their job application, the system retrieved their job records
from PRISM. Based on the records, which indicated the length of the service and on-the-job
performance, applicants were allotted numerical scores and were ranked accordingly. The
applicants who were ranked high were made permanent employees. Since JCATS offered
temporary employees the opportunity to become permanent employees, it motivated them to
work hard and perform well. Regular employees who were seeking a job change or wanted to
transfer to a new place were also eligible to post their applications through JCATS. In the late
1990s, Carlsberg introduced an automated, intranet-compatible, skill assessment and succession
planning program called „SPEED‟ (Succession Planning Executive Education). SPEED enabled
the employees in the senior management cadre, including vice presidents and senior vice
presidents, to periodically evaluate and rank the skills, preparedness and promo ability of those
employees who directly reported to them and who were likely to replace them. Such employees
were offered suggestions regarding the areas in which they needed to improve their skills and
were mentally prepared to take up their new positions. As part of SPEED, employees enrolled in
executive education programs at the LDI to improve their skills.

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 CARLSBERG HR INITIATIVES
Initiatives

The flexible work arrangements policy in CBMB underlines three main initiatives:

Flexible Work Hours

An employee can request to adjust the start and end time to balance between work requirements
and personal commitments. An employee can exercise flexibility in arriving and leaving the
office, agreed mutually with the line manager, as long as the core and weekly work hours are
met.

Work from Home

CBMB recognises that employees may need to be available at home due to personal needs, and
thus can request to work from home, either on a half day or a full day, up to a maximum of 2
days a month.

Time-Off

Time-off of 2 hours is granted to an employee upon request on an ad-hoc basis to allow him/her
to attend to personal commitments.

Outcome

Carlsberg Malaysia did not encounter any challenges in the implementation. The FWAs were
developed on the premise of trust and accountability and is welcomed by the employees.

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 Moreover, leadership approval was easily obtained followed by clear communication to
employees.

In the 1 year since the formal implementation of the FWA policy, CBMB registered a high
uptake especially amongst married female employees who had to juggle motherhood and career.
The FWA initiative has contributed to a positive increase in engagement as evidenced in the
employee engagement survey:

 Employee engagement +2% to 75%

 Carlsberg culture +4% to 79%

 Work & development +2% to 75%

Employees Benefit

Insurance, Health & Wellness

 Health Care & Insurance

 Life Insurance
 Disability Insurance
 Dental Insurance
 Vision Insurance

Financial & Retirement

 Pension Plan
 Stock Options or Equity
 Retirement Plan
 Performance Bonus

Family & Parenting

 Work From Home

 Maternity & Paternity Leave
 Childcare
 Reduced or Flexible Hours

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 Unpaid Extended Leave

Vacation & Time Off

 Vacation & Paid Time Off

 Sick Leave
 Bereavement Leave

Perks & Benefits

 Employee Discount
 Free Lunch or Snacks
 Employee Assistance Program
 Gym Membership
 Company Car

Professional Support

 Diversity Program
 Job Training & Tuition
 Apprenticeship Program

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 CONCLUSION

So from all those above content we know the human resource management is of strategic
importance to Carlsberg, which is also the definition of SHRM. So the top managers besides the
HR executive should pay more attention to the everyday employment management, after all, the
issues that are related with employment are what they must face every day. So they should play
more positive roles in training and using their human resources, and maybe cultivating better
organization culture, all of which may prove more cost-saving, and correspondingly help realize
Sam Walton’s simple philosophy of “bringing more value to customers”.

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 REFRENCES

1. https://www.glassdoor.co.in/
2. https://www.carlsberggroup.com/

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