In an era where ‘digital disruption’ and ‘AI transformation’ are tossed about with abandon, few companies have translated those buzzwords into meaningful change for their people. Fewer still have done so while keeping empathy at the heart of the machine. At Ericsson, the Swedish telecommunications company, this conventional wisdom is being quietly upended through a suite of AI tools designed with an unusual priority: enhancing human potential rather than simply streamlining processes.
The company’s approach represents a distinctive philosophy in which technology serves as an enabler of human ambition rather than its replacement. From recruitment to retirement, Ericsson has systematically reimagined how AI might transform the employee experience—a project that offers valuable lessons for organisations grappling with similar challenges.
“We have turned a traditionally time-consuming and biased process into an agile, inclusive, and deeply intuitive experience,” explains Priyanka Anand, vice-president and head -HR, Southeast Asia, Oceania and India, Ericsson. By integrating artificial intelligence, machine learning and data analytics, the company has refined every aspect of its recruitment funnel—from candidate identification to background verification and behavioural assessment.
“We have turned a traditionally time-consuming and biased process into an agile, inclusive, and deeply intuitive experience.”
Priyanka Anand, vice-president and head -HR, Southeast Asia, Oceania and India, Ericsson
Central to this transformation is the Eightfold platform, an AI-powered recruitment tool that matches candidates’ capabilities and aspirations against role requirements with precision that would be impossible manually. The result is not merely faster hiring but demonstrably better talent acquisition.
Yet Ericsson’s approach extends beyond efficient recruitment. Its AI strategy deliberately promotes diversity from the earliest stages of candidate engagement. “With 100 per cent adoption of Textio, an AI writing tool that ensures gender-neutral language in job descriptions, we have fundamentally altered the way opportunities are communicated—encouraging a broader and more diverse talent pool,” notes Anand. Similarly, gamified assessments in campus recruitment eliminate human bias while creating a more engaging evaluation process.
The most sophisticated component of Ericsson’s AI ecosystem is undoubtedly its Career Hub. Unlike typical internal job boards, this platform functions as a personalised career navigator, decoding each employee’s skills and ambitions before intelligently matching them with internal roles and development pathways.
Powered by advanced algorithms and what the company calls its Job Skill Model, the Career Hub does not simply list vacancies—it constructs a comprehensive map of an individual’s professional DNA and potential trajectories. By integrating with Degreed, a learning platform, it further ensures that employees receive personalised development opportunities to prepare them for their next role.
This AI-human partnership has become the cornerstone of Ericsson’s talent strategy, supporting internal mobility and democratising access to career advancement. No longer must employees rely on managerial advocacy or chance encounters with job postings; the Career Hub presents relevant opportunities directly.
What distinguishes Ericsson’s implementation is how positively it has been received by its intended beneficiaries. “Employee feedback on the Career Hub has been overwhelmingly positive, with users citing its user-friendly interface, transparent access to opportunities, and alignment with personal career goals as standout features,” Anand reports.
By enabling employees to explore internal roles and control their own professional development, Ericsson has fostered what it terms a “CEO mindset”—encouraging every individual to lead their own career journey. The efficacy of this approach is evident in the numbers: between 45 per cent and 50 per cent of open positions are filled internally, indicating both strong talent retention and validation of the AI system’s effectiveness.
A vivid example of the Career Hub’s impact comes from the company’s Business Builder Consultants initiative for Mobile World Congress 2025. Using the platform’s Project Marketplace module, Ericsson identified 15 internal candidates from a global applicant pool of 70. Within just one month, these high-impact positions were filled entirely from within—illustrating how AI can reveal hidden talent and accelerate career development.
Beyond recruitment and advancement, Ericsson has embedded AI throughout its everyday human-resources operations. “Generative AI tools now power our HR helpdesk chatbots, offering real-time, accurate responses to policy and process-related queries. This ensures that employees spend less time waiting for answers and more time focused on meaningful work,” explains Anand.
Power BI Analytics further enhances this data-driven approach by making insights accessible throughout the organisation. By democratising information, Ericsson not only supports better decision-making but also promotes accountability and transparency.
This comprehensive integration allows for what might be described as a “high-tech, high-touch” employee experience—automating routine processes while creating capacity for activities requiring creativity, empathy and strategic thinking.
Ericsson continues to refine its AI ecosystem. The Career Hub is expanding to include enhanced profile search, networking tools and a broader project marketplace—designed to help employees find not only their next role but also mentors, teams and strategic initiatives aligned with their interests.
Additionally, the company is scaling up its MOAI Coaching Circles and Career Navigator sessions to provide structured mentorship and targeted career guidance. Future iterations will use AI to recommend relevant mentors, microlearning modules and cross-functional projects, further enriching the employee experience.
Through these innovations, Ericsson is creating a workplace where career mobility is fluid, skill development is continuous and collaboration transcends traditional boundaries. Throughout this evolution, diversity and inclusion remain central objectives, with new AI features specifically designed to ensure equitable access to opportunities.
For Ericsson, artificial intelligence is neither a surveillance mechanism nor a cost-cutting tool—it is a catalyst for individual growth and organisational development. It enhances the employee experience by removing unnecessary friction, amplifying individual voices and illuminating career paths that might otherwise remain obscured.
As organisations worldwide navigate the promises and perils of AI implementation, Ericsson’s approach offers a valuable blueprint: the most effective technology puts humans, not algorithms, at the centre of the design.
