Global Recruitment at Ericsson Managers Recruitment Training

1. Global Recruitment at EricssonManagers Recruitment Training December 2005

2. Ways of Working Dialog Global Recruitment Performance Mgmt HR OperationalExcellence Resource & Comp. Mgmt Leadership HR Operational Excellence Strategic initiatives in the HR area Ways of Working

3. 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

4. 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

5. Managers Recruitment Training (MRT)

6. Introducing the MRT Purpose • 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 internal). “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.”

7. MRT structure and content Day One (8 training hours) Module Two Module One Competence Management & Recruitment Intro-duction Interviewing Module Three Break of 4-6 weeks Decision Making, Hiring & Induction Close & Training Feedback Day Two (3,5 training hours) Close&training feedback

8. 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

9. Ericsson as an employer Our Way to Success Our Vision The prime driver in an all communicating world

10. 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

11. Module 1: Competence Management & Recruitment Competence Management and Resource Planning The Recruitment Process Job Analysis and Requirement Profile Group Work – identifying Key Competencies

12. 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: http://internal.ericsson.com/page/hub_inside/employee/ericsson_competence/index.html • The Learning Portal (release end October) http://internal.ericsson.com/page/hub_inside/employee/learning_portal. 

13. Recruitment’s link to competence Recruitment is one of the actions that may be taken to bridge a prioritized competence gap. Competence Management Process

14. 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 Interviews Current job holder Colleagues Supervisors Previous Recruitment Material Exit Interviews

15. 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. Job Description A list of the formal education, cerfiticates, training, etc. required for the position. Required Qualifications A selected and prioritized set of competencies for a particular job or group of jobs. Competence Profile

16. Module 2: Interviewing 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)

17. 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.

18. Types of questions Behavior Description Questions Purpose: To identify whether the candidate has exhibited the desired behavior in the past, and if so how recently and how often. Structure: 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? Situation Behavior 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? Result

19. Interview structure 1. Greet & Structure 3. Tell, Sell & Close Credential/Experience Questions Self-Evaluation, Motivation & Opinion Questions • Preparation • Aligning expectations • Interview Guide • Interview Day 2. Gather Information Behavior Description Questions An interview should not exceed 1,5 hours

20. Group Work - Roles Interviewer Candidate Observer • 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

21. 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

22. Candidate Evaluation Matrix

23. Testing • 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

24. Recruitment process (Hire) Administration • 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

25. 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

26. Components of the induction process • 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

27. Thank You! Questions???