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Objective
 Organizations always keep enhancing their
ways of working and Ericsson formulated one
such way keeping in mind...
The Challenge
 Manage change and pacify resistance in the
workforce
 Need of real-time data
 Cross-border competence pr...
The Approach
 Use of Visual Basic based manual to have a
common platform of performance index in all
business units and r...
 Shifting of the entire mechanism to a
singular COE (centre of excellence)
 Centralisation of all the processes for the
...
The Impact
 With the ability to automate, large ticket
operations transaction moved to Talent
Acquisition Global Shared S...
 For assessing the recruitment situation, in-
house hiring survey was built. This helped in
analysing the job roles on co...
Thank you!
Talent analytics
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Talent analytics

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Talent analytics

  1. 1. 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.
  2. 2. 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.
  3. 3. 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
  4. 4.  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
  5. 5. 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
  6. 6.  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.
  7. 7. Thank you!

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