Jamie Kapper, Head of Global Talent Strategies, Global Talent Acquisition, Ericsson, described how human resources and recruiting professionals can support customers in her keynote presentation to Argyle’s CX membership at the 2017 Customer Experience Leadership Forum in Dallas on Feb. 7. In her presentation, “Executive Update: Global Talent Acquisition Q3 2016 Operational Review,” Kapper offered a behind-the-scenes look at how Ericsson approaches global talent acquisition.
For today’s businesses, global talent acquisition is key. If a company has a viable global talent acquisition plan in place, the business can boost its chances of attracting and retaining top talent. Comparatively, a business that ignores global talent acquisition risks falling behind its rivals and losing top talent to the competition.
According to Kapper, Ericsson strives for global consistency in its efforts to support hiring managers and other HR professionals. The organization wants to streamline the process of connecting with its customers, and as such, constantly explores ways to foster long-lasting customer partnerships.
Ericsson takes a customer-centric approach to deliver recruitment services. The company searches for innovative ways to support its customers – something that has helped the business differentiate itself from the competition.
“As we’ve transformed from a business perspective, we looked at how can we support our customer … and transformed how we deliver recruitment services to meet our transforming business needs,” Kapper stated.
To accomplish its customer goals, Ericsson prioritizes strong business alignment, Kapper said.
“We need to have strong business alignment. We need to have a strong employer brand that resonates.”
Alignment across multiple departments drives collaboration, ensuring employees at various levels can work together to help a company achieve its goals. Plus, this alignment may streamline the decision-making process, enabling a business to respond to customer and employee requests faster than ever before.
Ericsson focuses on standardization to ensure it can support its employees consistently. The company has implemented numerous protocols and processes to foster teamwork among its employees.
At the same time, Kapper said Ericsson understands the importance of performance metrics. The company analyzes performance data regularly to identify improvement areas and ensure it is meeting its short- and long-term business goals.
“We need to have strong business alignment. We need to have a strong employer brand that resonates. … We need a consistent experience from the candidate perspective. And we want to standardize our delivery and how we communicate and report our performance,” Kapper said.
Furthermore, Kapper pointed out a governance process is in place to help Ericsson stay on track. This process involves analyzing all aspects of the business’ day-to-day operations, looking for problem areas and finding solutions.
“We strive to align our services to meet our business unit and critical competency needs, provide scalability and flexibility for our customers and ensure that ways of working within the recruitment function are consistent across the globe,” Kapper noted.
Kapper indicated Ericsson wants to maintain transparency in recruitment spend as well. By doing so, the company can illustrate how much it is investing to attract and retain top talent.
“We need to communicate and engage with our customers and make sure that we understand their needs.”
The recruitment function plays an important role at Ericsson, Kapper stated. Without effective recruitment, the business risks missing out on hiring top talent and ensuring its existing talent is fully supported.
Therefore, Ericsson utilizes a comprehensive engagement strategy throughout its business. The company strives to collect feedback from both its customers and employees to ensure both parties get the support they need at all times.
“We need to communicate and engage with our customers and make sure that we understand their needs,” Kapper said. “We need to make sure that we’re designing a solution that meets their needs.”
The global marketplace rapidly evolves, and effective change management is crucial for Ericsson.
Kapper noted that Ericsson has a change management strategy in place that enables the business to keep its customers and employees up to date. This plan emphasizes consistent communication and allows Ericsson to take a proactive approach to customer and employee concerns.
“We needed to make sure that we had a very good change management plan to manage what was going to be changing with our customers [and] what they can expect from us,” Kapper pointed out. “We needed to make sure that we had a balanced approach.”
Ultimately, an agile approach can make a world of difference for companies of all sizes.
Kapper said Ericsson maintains agility to ensure it can meet or exceed customer expectations. The business has developed an agile service model, and as a result, has the flexibility to shift priorities to accommodate customer requests.
“We needed to make sure that we had agility in our service model for our customers based on changing business demands,” Kapper stated.
Jamie Kapper is the Head of Global Talent Strategies within the Talent Acquisition organization at Ericsson. Having more than 20 years recruiting and recruiting leadership experience in various environments, Jamie’s experience encompasses strategy design and development of comprehensive recruitment channels for professional, university relations and executive search. Jamie has experience in consulting with business leaders to develop diverse talent strategies. Jamie has led the recruiting function nationally, regionally and globally in corporations such as Alcatel Lucent, USAA, BT Global Services and, currently, with Ericsson.