HR Strategy of Adidas Group

17.05.2012

Parfentyev Mikhail,
Reshetnikova
Darya
1

Structure of presentation

Slides
Corporate profile2-7
Mission statement and group strategy8-9
HR-planning..10
Three-pillar HR strategy......11-20
Aspects of employee culture...21
Key Employee Statistics 2011.22
Adidas Groups HR focus...23-24
Conclusion..25-26
2

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

Adidas Group Enjoys Strongest

Organic Growth In 5 Years

Sales Grow Across All Geographies

and In All Product Categories, 2011

Financial Highlights

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

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 Groups operational and financial performance

Strategic choices under six key strategic pillars

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
10

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
2
3

Creating a working environment

that stimulates team spirit,
passion, engagement and
achievement

Expanding performance culture

based upon strong leadership

Being an employer of choice

11

1. Creating a working environment

engagement drives performance
Employee satisfaction
Commitment
Engagement
(Groups KPI)
Business performance

12

1. Creating a working environment

internal communication
activities to Drive employee
engagement

13

2. Performance culture based upon

strong leadership

14

Success Drivers for Performance

15

2. Performance culture based upon strong leadership

Talent management

16

Workforce values

17

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

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

3. Being an employer of choice

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

war for talent backbone of HR

program

20

Key Employee Statistics 2011

21

Aspects of Employee Culture

22

Adidas Groups HR focus

Three-pillar
HR strategy

23

Adidas Groups HR focus

24

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:

25

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

Thank You For Attention!

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