Ericsson formulated a new approach to standardize processes across geographies to facilitate centralized command and control. This would show homogeneous HR service delivery. The challenges included managing change resistance, needing real-time data, and recruiting employees with analytics skills. The approach used a common performance index platform across all units/regions, automated manual reporting processes, and standardized metrics. All processes were centralized into a Center of Excellence. This improved metrics-backed discussions with business units. Hiring time reduced by 20% and process adherence improved from 4% to over 90%. Further improvements are being made to behavioral analytics during recruitment.

2. Objective
 Organizations always keep enhancing their
ways of working and Ericsson formulated one
such way keeping in mind the globalization and
standardization of processes.
 This would facilitate centralization of command
and control encouraging compliance at the
same level.
 Also it would show flow of work and
homogeneous functioning covering
geographies to achieve HR service delivery.

3. The Challenge
 Manage change and pacify resistance in the
workforce
 Need of real-time data
 Cross-border competence practices for
pitching acquisitions
 Recruiting employees with analytics as core
competency
 Restructuring and integration of Talent
management tools.

4. The Approach
 Use of Visual Basic based manual to have a
common platform of performance index in all
business units and regions.
 Manual reporting was turned into an automated
processes and then shifted to Integrated Talent
Management
 Standardisation of Reporting metrics and
bringing HR more to the business front
 Methodology was documented to make
singular knowledge bank

5.  Shifting of the entire mechanism to a
singular COE (centre of excellence)
 Centralisation of all the processes for the
SME vertical which helped them to collect
important stats for business consulting
 Emphasis was on statistical deliveries for
the SME vertical
 Conducting audit and compliance to ensure
that the employees follow and form health
metrics as process improvement
mechanism

6. The Impact
 With the ability to automate, large ticket
operations transaction moved to Talent
Acquisition Global Shared Services Centre
 Development of in-house tools for merging
data from office region and the vendor to
make effective business dashboards
 Discussions were backed by quality metrics
and automated reports Business Unit SME
and helped in governance with HR
stakeholders

7.  For assessing the recruitment situation, in-
house hiring survey was built. This helped in
analysing the job roles on competency basis
 Hiring time reduced to 20%, improvement in
process adherence from 4% to more than
90%
 Further improvement is being done to study
behavioral pattern during recruitment
 To generate greater visibility, the plan is to
host reports on external tool and the work is
with global reporting team.

8. Thank you!