21st July, 2021

Ericsson: HR at the Heart of

Transformation ….

“PEOPLE ARE AT THE CENTER OF EVERYTHING

WE DO AT ERICSSON.”
Swedish telecommunications company Ericsson AB has been on a journey to
deliver HR services, to its nearly 100,000 employees worldwide, with increasing
levels of efficiency and quality. Ericsson plans to make transition from a regional to a
global HR services delivery model.

HR Global Operations is an integral part of the Human Resources unit within

Ericsson. The model was established almost 20 years ago when a decision was
made to move to a global set up with regional shared service centers (SSCs)
covering different geographies and supported by global shared services centers
(GSSCs). Ericsson had six SSCs regional centers— located in Stockholm, Dallas,
Madrid, Beijing, New Delhi, and Manila. GSCCs were in New Delhi and Manila. As a
part of maturity journey and to have a global presence Ericsson decided to evolve
from this geographical SSC setup to a cross-country centers of excellence (CoE)
model. Six new CoE additions were: -

• Time and Payroll,

• International Mobility,
• Human Resource Management Systems (HRMS),
• End-User Support,
• Vendor Management, and
• Record Management.

Ericsson is a global company, acting globally with global policies and procedures.
So, more and more, company’s ways of working are reflected by this global mindset
rather than a local way of delivering. HR was specifically decided to adopt this global
way of working to better respond to the internal customers, to improve efficiency
though global synergies, and to develop a global team culture within HR—one that
shares best practices and works on projects across geographies. This model serves
better global end-to-end processes which helps in achieving efficiencies. The global
operations and the latest introduction of six new CoE benefits employees covering
all disciplines within HR and delivering services almost 24/7 for almost 100,000
employees all around the world.

Employees benefits through this model as it gives them the possibility to enrich their
knowledge by being trained, sharing practices and participating in regional/global
projects outside of their normal activities, team, and country.

Strategies under cross-country centers of excellence model: -

• aligning its people with its transformation strategy.

• decentralizing from 23 regional groups to 10 global groups.
• single people strategy that was fully aligned with the business strategy.
• integrated IT platform for HR.
• globalizing HR processes, making them simple, user friendly, and business
focused.

Biggest challenge for company is not to maintain the quality and efficiency but to
one up its deliveries of digital services and to venturing into new networking
technologies like 5G no matter whether the activities are done locally or remotely.

Submitted by – Kunal Arora

M.B.A. 2nd Semester (20261005)
Graphic Era Deemed University