O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a navegar o site, você aceita o uso de cookies. Leia nosso Contrato do Usuário e nossa Política de Privacidade.
O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a utilizar o site, você aceita o uso de cookies. Leia nossa Política de Privacidade e nosso Contrato do Usuário para obter mais detalhes.
A Scribd passará a dirigir o SlideShare em 1 de dezembro de 2020A partir desta data, a Scribd passará a gerenciar sua conta do SlideShare e qualquer conteúdo que você possa ter na plataforma. Além disso, serão aplicados os Termos gerais de uso e a Política de Privacidade da Scribd. Se prefira sair da plataforma, por favor, encerre sua conta do SlideShare. Saiba mais.
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
Also it would show flow of work and
homogeneous functioning covering
geographies to achieve HR service delivery.
Manage change and pacify resistance in the
Need of real-time data
Cross-border competence practices for
Recruiting employees with analytics as core
Restructuring and integration of Talent
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
Standardisation of Reporting metrics and
bringing HR more to the business front
Methodology was documented to make
singular knowledge bank
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
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
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
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.