HRO Today Global Autumn 2017 - 13

Cover Story
recalls Gunjan Aggarwal, former global head of talent
acquisition, M&A, and HR for Ericsson. " We wanted to
have a dedicated recruiting organisation to work on
our employer brand, our outreach, and social media
channels to target our audience in the software and
services space. "
It was the perfect time for a change. Aggarwal says
Ericsson was lacking transparency around hiring
practices. The organisation was leveraging various
approaches-internal recruiters, HR generalists acting as
recruiters, contract recruiters, agencies, and the list goes
on. This made it impossible to have clarity on metrics-
even basic ones like time to fi ll and cost of hiring.
Looking for a partner that could provide this as well
as bring global scalability and experience in the tech
industry, Ericsson found a solid cultural fi t with Pontoon
Solutions.
Streamlining the talent acquisition process was a top
priority, but Aggarwal says Ericsson's presence in more
than 180 countries across the globe made that goal a
little lofty. " We would like to have one process, but
it is different in different countries because of legal
requirements and social norms. But there have been
quite a few things that have been systematically done
that have improved operations. "
Sourcing is one such area that has improved greatly
through the partnership, shifting the talent acquisition
strategy from reactive to proactive.
" Pontoon has put in some efforts to improve sourcing
capability to really build a strong talent pipeline and to
do better market mapping, " explains Aggarwal.
Having a solid sourcing plan is key because many of the
tech giant's roles call for candidates with specialised
skills that are highly sought after in the industry.
" We have expanded sourcing capabilities to act as a
global sourcing pool that is competency based, " says Jim
Sharp, vice president of account delivery for Pontoon
Solutions. " It allows the teams that are on-site to be
much more consultative and provide solutions versus
receiving a rec and fi lling it. It allows us to be much
more strategic. "
Global talent pools increase the chance of having access
to a suitable candidate who is already interested in
Ericsson instead of starting from scratch. " It's high
demand for talent everywhere for us and the challenge
becomes even more so because the industry is so fast
moving, " says Aggarwal. " There is not a lot of time
when we have a need. "
Ericsson's sourcing strategy is driven by three main
components:
1. Offshoring sourcing centres. " They have built offshore
sourcing centres with a focus on centre domain
hiring with particular software or services skills, " says
Aggarwal. This has helped enhance the organisation's
competency-based hiring approach.
2. Social media. " We are trying to reach job seekers,
and the path is social media, " says Sharp. " It's vital to
the building of talent pools. " In fact, research from
Jobvite fi nds that 59 per cent of job seekers used social
media to research a company's culture before applying.
Ericsson runs targeted campaigns across various sites,
including LinkedIn, Facebook, and Glassdoor to establish
a presence within candidate pools.
" Ericsson is a great place to work, and social media is
a great channel to showcase that, " says Mike Drolet,
59%
of job seekers use social
media to research a
company's culture before
applying.
Source: Jobvite
AUTUMN 2017 | www.hroglobal.com
[13]
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HRO Today Global Autumn 2017

Table of Contents for the Digital Edition of HRO Today Global Autumn 2017

HRO Today Global Autumn 2017 - 1
HRO Today Global Autumn 2017 - 2
HRO Today Global Autumn 2017 - 3
HRO Today Global Autumn 2017 - 4
HRO Today Global Autumn 2017 - 5
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