1. HR Strategy of Adidas Group
Parfentyev Mikhail,
Reshetnikova Darya

2. Structure of presentation
Slides
Corporate profile………………………………2-7
Mission statement and group strategy……8-9
HR-planning……………………………………..10
Three-pillar HR strategy………………
Aspects of employee culture………………...21
Key Employee Statistics 2011……………….22
Adidas Group’s HR focus………….……
Conclusion…………………………………

3. Corporate profile
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
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

4. Adidas Group Enjoys Strongest Organic Growth In 5 Years

5. Sales Grow Across All Geographies and In All Product Categories, 2011

6. Financial Highlights

8. Mission Statement Guiding Principles:
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

9. Strategic choices under six key strategic pillars
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
. 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

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
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
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 environment that stimulates team spirit, passion, engagement and achievement 2
Expanding performance culture based upon strong leadership 3
Being an “employer of choice”

12. 1. Creating a working environment
engagement drives performance
Employee satisfaction
Commitment
Engagement (Group’s KPI)
They have clear understanding about their own drivers and mechanics between
Business performance

13. 1. Creating a working environment
internal communication activities to Drive employee engagement

14. 2. Performance culture based upon strong leadership
Enabling employees to reach their personal best: Group Competency Model
Performance management: PEP

15. Success Drivers for Performance

16. 2. Performance culture based upon strong leadership
Talent management

17. Workforce values Believable Inspiring Creative Conscientious Sincere
Experienced

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

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

20. 3. Being an “employer of choice”
adidas Group is one of the leading employers for school leavers and students/graduates (2011)
Employee Referral Program ( ) increasing competition in the international labour market
business plan Route 2015
specific initiatives and workstreams
innovative ways to incentivize and reward employees
T&D, building the skills and competencies
“war for talent” -
backbone of HR program

21. Key Employee Statistics 2011

22. Aspects of Employee Culture
There is no end for sports
Diversified employees
Fair competition with team spirit
Aspects of Employee Culture
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.

23. Adidas Group’s HR focus
Three-pillar HR 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”

24. Adidas Group’s HR focus
Financial
Non-financial 1
Creating a working environment
Performance and commitment
Opportu-nities
Abilities
Motivation
recruitment and selection
T&D
performance management
Working conditions
Supportive environment
Professional and personal growth
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

25. Role of HR department in carrying out enterprise culture
Conclusion
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:
“Spirit of fair competition” in Group strategy
Performance payment system & equal opportunities for promotion every employee in HR strategy

26. 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
HR strategy is closely related with mission of Adidas group

27. Thank You For Attention!