HR Strategy of Adidas Group Parfentyev Mikhail, Reshetnikova Darya 17.05.2012 1
HR Strategy of Adidas Group
Parfentyev Mikhail,Reshetnikova Darya17.05.2012 1
Structure of presentationSlides
• Corporate profile………………………………2-7• Mission statement and group strategy……8-9• HR-planning……………………………………..10• Three-pillar HR strategy………………......11-20• Aspects of employee culture………………...21• Key Employee Statistics 2011……………….22• Adidas Group’s HR focus………….……..23-24• Conclusion…………………………………..25-26
2
Corporate profile
All brands are renowned for their innovation and heritage and include household names such as:• adidas,• Reebok,• TaylorMade,• Rockport,• CCM,• Ashworth,• Five TenHeadquartered in Herzogenaurach, Germany, Group employs more than 46,000 people across the globe and generated sales of € 13.3 billion in 2011
Adidas group is one of the global leaders in the sporting goods industry, offering a broad range of footwear, apparel and hardware for sport and lifestyle
3
Adidas Group Enjoys Strongest Organic Growth In 5 Years
4
Sales Grow Across All Geographiesand In All Product Categories, 2011
5
Financial Highlights
6
7
Mission Statement
The adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a
sporting lifestyle
Guiding Principles:1) strengthening brands and products improve the quality, look, feel and image2) socially and environmentally responsible • financially rewarding for employees and shareholders• match and exceed consumer expectations and to provide
them with the highest value3) consistently delivering outstanding financial results
8
Group Strategycreate a culture of innovation, challenging ourselves to break with
convention and embrace changepush the boundaries of products, services and processes to strengthen competitiveness and maximise the Group’s operational and financial performance
Strategic choices under six key strategic pillars
9
HR planningIn 2010 - SHINE, a Human Resources people strategy• to leverage existing best practices• create a single global standard for the field organizationThis ensures a set of broad and deep vertical retail and commercial skills to develop staff globally
10
In 2011, the implementation and execution of SHINE throughout our markets has progressed and we are more than halfway through completing the global roll-out
Three-pillarHuman Resources
strategy
1• Creating a working environment
that stimulates team spirit, passion, engagement and achievement
2• Expanding performance culture
based upon strong leadership
3• Being an “employer of choice”
11
The adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle
1. Creating a working environmentengagement drives performance
12
Employee satisfaction
Commitment
Engagement (Group’s KPI)
Business performance
1. Creating a working environmentinternal communication activities to Drive employee engagement
13
2. Performance culture based upon strong leadership
Enabling employees to reach their personal best: Group Competency Model
Performance management: PEP
14
Success Drivers for Performance
15
2. Performance culture based upon strong leadership
Talent management
16
Workforce valuesBelievable
Inspiring
Creative
Conscientious
Sincere
Experienced
17
2. Performance culture based upon strong leadership
• Succession management
• Performance-driven remuneration system
Global Salary Management SystemGlobal Bonus Program
• Additional compensation components
Long-Term Incentive Programs18
2. Performance culture based upon strong leadership
• Attractive work environmentWork-Life Integration
• Diverse workforce• Increasing proportion of women in
management positions• Diverse sports activities for employees
Company sports department
19
business plan Route 2015
specific initiatives and workstreams
innovative ways to incentivize and reward employees
T&D, building the skills and competencies
3. Being an “employer of choice”
20
“war for talent” - backbone of HR
program
• adidas Group is one of the leading employers for school leavers and students/graduates (2011)
• Employee Referral Program (2010-2012) increasing competition in the international labour market
Key Employee Statistics 2011
21
There is no end
for sports
Diversified
employees
Fair competition with
team spirit
Aspects of Employee Culture
22
1 •Creating a working environment that stimulates team spirit, passion, engagement and achievement
2 •Expanding performance culture based upon strong leadership
3 •Being an “employer of choice”
23
Three-pillarHR strategy
Adidas Group’s HR focus
Adidas Group’s HR focus
Performance and commitment
Opportu-nities
Abilities
Motivation
24
1•Creating a working environment
recruitment and
selection
T&D
performance management
Financial
Non-financial
Working conditions
Supportive
environment
Professional and
personal growth
Role of HR department in carrying out enterprise culture• HR department is like a driver• The essence of Adidas business culture and values is
fully reflected in HR strategy• The mission of the company is directly connected with
three-pillar HR strategyExample:
25
“Spirit of fair competition”
in Group strategy
Performance payment system & equal opportunities
for promotion every employee in
HR strategy
Conclusion
• Successful organizational performance depends on a close fit or alignment between business and human resource strategy (Allen and While, 2007)
• On the maturity stage it is worth to focus the development of HR strategy on creating working environment, employees’ performance and commitment
26
Conclusion
Thank You For Attention!
27