Adidas HR strategy
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The Adidas Group pursues a three-pillar human resources strategy to support its mission of being the global leader in sporting goods. The three pillars are: 1) creating an engaging work environment that stimulates team spirit and passion, 2) expanding a performance-based culture with strong leadership, and 3) becoming an "employer of choice". Key aspects of the strategy include developing employees' skills and talents, rewarding high performance, and maintaining a diverse and motivated workforce. The HR department aims to align all human resources initiatives with Adidas' business culture and values.
Adidas HR strategy
- 1. HR Strategy of Adidas Group Parfentyev Mikhail, Reshetnikova Darya17.05.2012 1
- 2. Structure of presentation Slides • 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
- 3. Corporate profile All brands are renowned for their innovation and heritage and include household names such as: • adidas, • Reebok, • TaylorMade, • Rockport, • CCM, • Ashworth, • Five Ten Headquartered 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
- 4. Adidas Group Enjoys Strongest Organic Growth In 5 Years 4
- 5. Sales Grow Across All Geographies and In All Product Categories, 2011 5
- 7. 7
- 8. 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 image 2) socially and environmentally responsible • financially rewarding for employees and shareholders • match and exceed consumer expectations and to provide them with the highest value 3) consistently delivering outstanding financial results 8
- 9. Group Strategy create a culture of innovation, challenging ourselves to break with convention and embrace change push 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
- 10. HR planning In 2010 - SHINE, a Human Resources people strategy • to leverage existing best practices • create a single global standard for the field organization This 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
- 11. Three-pillar Human 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
- 12. 1. Creating a working environment engagement drives performance 12 Employee satisfaction Commitment Engagement (Group’s KPI) Business performance
- 13. 1. Creating a working environment internal communication activities to Drive employee engagement 13
- 14. 2. Performance culture based upon strong leadership Enabling employees to reach their personal best: Group Competency Model Performance management: PEP 14
- 15. Success Drivers for Performance 15
- 16. 2. Performance culture based upon strong leadership Talent management 16
- 18. 2. Performance culture based upon strong leadership • Succession management • Performance-driven remuneration system Global Salary Management System Global Bonus Program • Additional compensation components Long-Term Incentive Programs 18
- 19. 2. Performance culture based upon strong leadership • Attractive work environment Work-Life Integration • Diverse workforce • Increasing proportion of women in management positions • Diverse sports activities for employees Company sports department 19
- 20. 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
- 21. Key Employee Statistics 2011 21
- 22. There is no end for sports Diversified employees Fair competition with team spirit Aspects of Employee Culture 22
- 23. 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-pillar HR strategy Adidas Group’s HR focus
- 24. Adidas Group’s HR focus Performance and commitment Opportu- nities Abilities Motivation 24 1 • Creating a working environment recruitment and selection T&Dperformance management Financial Non- financial Working conditions Supportive environment Professional and personal growth
- 25. 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 strategy Example: 25 “Spirit of fair competition” in Group strategy Performance payment system & equal opportunities for promotion every employee in HR strategy Conclusion
- 26. • 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
- 27. Thank You For Attention! 27
Editor's Notes
- #10: . Inspired by our heritage, we know that a profound understanding of the consumer and customer is essential to achieving this goal. To anticipate and respond to their needs, we continuously strive to create a culture of innovation, challenging ourselves to break with convention and embrace change. By harnessing this culture, we push the boundaries of products, services and processes to strengthen our competitiveness and maximise the Group’s operational and financial performance. This, in turn, will drive long-term value creation for our shareholders. To achieve this goal, we have made strategic choices and will prioritise our investments under our six key strategic pillars Becoming the global leader in the sporting goods industry depends upon the potential, dedication, knowledge and performance of our employees and the excellence of our leaders. Therefore, we foster a corporate culture of performance, passion, integrity and diversity, as we are convinced this is crucial to stimulate innovation, team spirit and engagement
- #13: They have clear understanding about their own drivers and mechanics between
- #23: 1)All company staff participate in the activity of "Adidas sports night" energetically on Thursdays to enjoy delight in sports. 2)Adidas employees come from different trades as well as different countries and regions. Being an international business, Adidas' nationality should be ignored. 3)Adidas employee consider performance as its own ability and contribution in order to get promoted. The main task of business strategy is to make staff could touch and feel that business culture is embodied in their working atmosphere.
- #25: We consider this pillar through the lens of AMO equation Maintain sustainable psychological climate Adidas group should move their HR attention toward nonfinancial ways of motivation The AMO’s components synergy should improve performance and commitment
- #27: HR strategy is closely related with mission of Adidas group