Customer Case Study
Beam Global Spirits & Wine, Inc. is one of the world’s largest premium spirits companies. With nine of the world's top 100 premium spirits in its portfolio, the company's brands hold global leadership positions in key categories, including favourites like Jim Beam® bourbon and Teacher's® Scotch. Beam Global Spirits & Wine, Inc. is also one of Ceridian's Multinational Services customers – the company has recently won the International HR Award at the HR Excellence Awards at the Dorchester in London.
I was absolutely delighted to hear of the award win. You are never sure when you are working on a project of this nature whether anyone outside of your business is aware of what you are trying to achieve.Andy Newall, VP International HR
Recognised for HR Excellence
Annelyse Fournier, Beam Global’s International Reward Director, talks about how Beam Global’s HR function managed to align HR initiatives to business strategy while successfully implementing and managing change across a variety of countries - bridging communication barriers and adapting the nature of their involvement to suit individual country requirements.
Ceridian Connection chats to Beam Global
BG: We were recognised for the way we approached and delivered our integration project. Not only were we concerned about successfully integrating the newly acquired divisions (previously owned by Allied Domecq) but more importantly we looked to create a new culture for the whole company to adopt. We quite literally went back to basics, and reviewed all existing HR practices (orientation/competencies/policies/talent management/employee opinion survey/reward philosophy). We established simplified and consistent processes across the different territories. This is something we achieved by working together on a global scale.
We selected third-party suppliers who could complement this process. In particular, Ceridian enabled us to focus on our change-management initiatives with the peace of mind that our payroll needs were being looked after.
BG: We have aligned the HR strategy with the strategic business priorities. We also had to align our approach to the new company culture and a new way of doing things – we were only going to be 'new' once and we had to take advantage of that – i.e. the chance to choose between what both companies had before plus external benchmarking.
BG: We introduced an assessment matrix, which could also be used to identify potential leaders within the workforce. We are now looking at individually tailored development plans for those identified as having potential, which include 360 appraisals and emotional intelligence. This has become part of the annual cycle of activities. Also we've put in place a new performance management process from 2007, with the aim to have quarterly reviews - thereby reinforcing our performance-based culture.
BG: Employee response to any kind of change management is always a concern. On the whole ours has been very positive. We credit this to the fact that we recognised early on in the process that employees had to buy into the new culture. So we ensured an approach of two-way communication. We also took steps to minimise any negative impact, and placed morale high on the agenda.
Stakeholder management was also key to what we did, although this was challenging... given we were often operating at pace!
What we take away from this project, is that it demonstrates a real partnership between HR functions globally. We got a lot of support from the US and Europe and this is an example of the HR group working together as a single entity. Andy Newall, VP International HR
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