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Global Recruitment at Ericsson Managers Recruitment Training. December 2005. Ways of Working. Dialog. Global Recruitment. Performance Mgmt. HR Operational Excellence. Resource & Comp. Mgmt. Leadership. HR Operational Excellence. Strategic initiatives in the HR area.

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Global recruitment at ericsson managers recruitment training l.jpg

Global Recruitment at EricssonManagers Recruitment Training

December 2005

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Ways of Working








Resource &

Comp. Mgmt


HR Operational Excellence

Strategic initiatives in the HR area

Ways of Working

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Global Recruitment at Ericsson

  • Hire the best people matching Ericsson’s long-term competence needs in an efficient and cost effective manner

  • All recruitment activities must be aligned to the Ericsson Business Plan and Our Ways of Working

  • It is Ericsson’s intent to promote Internal Mobility

  • The recruitment process should be perceived as a positive experience by all candidates, strengthening Ericsson’s employer image regardless of the recruitment outcome

  • HR and Line Management have a joint responsibility to secure successful recruitment

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Five initiatives recently completed

Recruitment Process

Recruitment Instruction

Internal Mobility Instruction

Global Employees Induction

Managers Recruitment Training (MRT)

One initiative to come:

Employer Branding

6 initiatives supporting quality recruitment

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Introducing the MRT


  • Managers Recruitment Training aims at strengthening line management’s ability to recruit in a professional and defendable manner with key competencies as the base for making staffing decisions.

  • The global sharing of recruitment knowledge has resulted in a “best practices” training program that will support Ericsson in attracting the profiles required by business.”

  • Structured, consistent and professionally run recruitment is critical to Ericsson’s ability to hire high performing individuals and has a direct impact on Ericsson’s performance and on its brand (both external and


    “The war for talent is heating up, with new competitors in the traditional IT

    industry. Ericsson is facing severe challenges in attracting the wanted

    talents in some of its markets, especially given the tight schedule to meet

    upcoming 3G business opportunities.”

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MRT structure and content

Day One (8 training hours)

Module Two

Module One


Management &




Module Three

Break of 4-6 weeks

Decision Making, Hiring & Induction

Close & Training Feedback

Day Two (3,5 training hours)

Close&training feedback

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Introduction:The Recruitment Environment

Local labor market trends

Ericsson’s competitive position & employer image

Ericsson as an employer

Local recruitment goals and activities

Group work – selling Ericsson

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Ericsson as an employer

Our Way to Success

Our Vision

The prime driver in an all communicating world

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Ericsson as an employer

Living Our Core Values

  • Professionalism

  • Respect

  • Perseverance

People Commitment

We expect

  • Living our core values

  • Business-minded

  • Passion to win

  • Responsiveness to customer needs

  • Teamwork – one Ericsson

  • Accountability

  • We provide

  • Global diversity

  • An innovative environment

  • Investment in competence

  • A performance-driven career

  • Empowerment

  • Clear expectations and goals

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Module 1:

Competence Management & Recruitment

Competence Management and Resource Planning

The Recruitment Process

Job Analysis and Requirement Profile

Group Work – identifying Key Competencies

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Ericsson’s focus on competence

  • In order to attract and develop the best people, we at Ericsson are renewing our focus on competence by clearly stressing the line organization’s responsibility for Competence Management.

  • Competence is to acquire, use,

  • develop and share knowledge,

  • skills and experiences.

  • A focus on competence creates a clear link between corporate strategy, culture and individual performance.

The Competence Model

  • Global competence site:

  • The Learning Portal (release end October) 

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Recruitment’s link to competence

Recruitment is one of the actions that may be taken to bridge a prioritized competence gap.

Competence Management Process

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Job analysis: what is it?

Job analysis uncovers what it takes to be successful in a job by identifying exactly what the tasks and job requirements are for the position. The job analysis results in a completed Requirement Profile.

Sources of information

Job Catalogue

Key Jobs


Current job holder



Previous Recruitment Material

Exit Interviews

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A Requirement Profile

Documents a job’s title (as provided in the Job Catalogue) and describes major functions or duties, responsibilities, relationships, accountablilies and working conditions as per local and legal requirements.



A list of the formal education, cerfiticates, training, etc. required for the position.



A selected and prioritized set of competencies for a particular job or group of jobs.



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Module 2:


Behavior Description Interviewing what is that, structure, preparation, questioning technique, potential interviewing problems)

Group Work – preparing for Behavior Description Interview

Live Interviews

Interview Role Playing

(Interviewer, Candidate, Observer)

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Behaviour Description Interviewing

We need to know not just if candidates can perform, but will they perform and how will they perform.

BD Interviewing is characterized by two significant features

  • Interview is standardized through the use of similar questions for all interviewees;

  • Focused on past behavior as the best predictor of future behavior, considering more recent events and more similar circumstances as particularly valuable for assessment.

    Additional features

  • Asks questions on key competences selected through an analysis of job requirements;

  • Uses probing questions to fully explore the situation, behavior and result;

  • Uses the same evaluation form / scale for each candidate.

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Types of questions

Behavior Description Questions


To identify whether the candidate has exhibited the desired behavior in the past, and if so how recently and how often.


A complete answer to a behavior description question has three parts: situation, behavior and result. To achieve a full answer, follow-up questions (probes) are often needed.

What was the situation?

What was the task?



What did the candidate do?

  • Rule of three

  • See it once, it’s a hunch!

  • See it twice, it’s a trend!

  • See it three times, it’s solid evidence!

What was the result of the candidate’s behavior?


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Interview structure

1. Greet & Structure

3. Tell, Sell & Close




Motivation & Opinion


  • Preparation

    • Aligning expectations

    • Interview Guide

    • Interview Day

2. Gather


Behavior Description


An interview should not exceed 1,5 hours

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Group Work - Roles




  • Greet and structure

  • Ask two BD questions on the specified competency with probes (Situation, Behavior, Result)

  • Formulate tell/sell/close statements

  • Answer questions based on information on the candidate CV, your own experience or use your imagination.

  • Focus on interviewer

  • Questions / probes

  • Verbal and non- verbal skills

  • Be ready to provide feedback in accordance with the feedback structure

At the close of each interview, members will discuss and give feedback

Feedback rules: constructive, specific, given with a warm heart

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Module 3:

Decision Making, Hiring & Induction

Rating Candidates, interview evaluation form

Final Decision Making

Job Analysis and Requirement Profile

Testing & verification process

Making an offer

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  • Ericsson uses various tests to assess candidates. The HR organization is responsible for the test policy in the country or company.

  • Any test used, whether it assesses personality, ability or skills, must have a proven level of reliability and validity and must be in compliance with applicable legal requirements.

  • Tests are not substitutes for measuring a candidate’s knowledge, skills and experience—they are useful complements to include in our battery of evaluation tools and can provide insight to explore when interviewing.

Job simulations

Psychometric tests

Skills/aptitude tests

Assessment centers

Group exercises

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Recruitment process (Hire)


  • Manager and HR agree on terms and conditions

  • Written employment terms sent to candidate

  • Administration of employment contract (local input)

  • Registration in HRMS

  • Vacancy closed

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An efficient Induction ensures that the employee becomes productive in the shortest possible time and continues to be well motivated.

Induction of a new employee is critical as it is the first occasion where the manager, the colleagues, and Ericsson as a company can reinforce the message to the newcomers that he/she has selected the right employer. Induction is also important for internal moves.

Whether the individual is experienced or not, he/she might feel a little insecure─anxious people are not effective. The feelings or atmosphere created during the first days are just as important as any formal information presented.

Introducing new employees to Ericsson

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Components of the induction process productive in the shortest possible time and continues to be well motivated.

  • Local Induction –Tools and information needed to navigate the day to day issues faced. Includes locally tailored checklist, process information, and tips for effectively transitioning into the local organization.

  • Regional/MU Induction – Locally tailored induction covering MU market position, operating structure and delivery model, financial and competitor analysis, product offerings etc

  • Global Induction – Centrally-produced focusing on the vision and values, Ericsson history and culture. It will support our employee brand via

    • A Welcome E-mail

    • New Starter Portal including

      • A video clip from Carl-Henric Svanberg

      • A summary of Ways of Working, Values, Mission, Vision (with a link to the full document)

  • Mentoring Program – 6 month time frame, buddy system rather than formal coaching

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Thank You! productive in the shortest possible time and continues to be well motivated.