Case Study: How Ericsson Putting Humans at the Center of AI-Powered Automation?
Ericsson's core belief is that technology should serve to amplify human capabilities. This philosophy permeates their entire AI strategy, ensuring that the implementation of automation tools is guided by the principle of improving the employee journey and fostering individual growth.
In an era saturated with discussions of “digital disruption” and “AI transformation,” Ericsson, a Swedish telecommunications company, stands out for translating these concepts into tangible benefits for its workforce by prioritizing the enhancement of human potential over mere process optimization. The company’s approach represents a distinct philosophy where technology acts as an enabler of human ambition, not a replacement for it. This case study will delve into how Ericsson has systematically integrated AI across various HR functions, from recruitment to career development and daily operations, always keeping the employee experience at the forefront.
A Human-Centered Philosophy: Ericsson’s core belief is that technology should serve to amplify human capabilities. This philosophy permeates their entire AI strategy, ensuring that the implementation of automation tools is guided by the principle of improving the employee journey and fostering individual growth.
Revolutionizing Recruitment: Ericsson has fundamentally reimagined its recruitment funnel by integrating artificial intelligence, machine learning, and data analytics. This transformation is evident in several key areas:
- AI-Powered Candidate Matching: The company utilizes the Eightfold platform, an AI-powered recruitment tool, to precisely match candidates’ skills and aspirations with role requirements, achieving a level of accuracy that would be impossible manually. This results not just in faster hiring but in demonstrably better talent acquisition.
- Promoting Diversity and Inclusion: Ericsson actively uses AI to promote diversity right from the initial stages of candidate engagement. They have achieved 100 percent adoption of Textio, an AI writing tool that ensures gender-neutral language in job descriptions. This has fundamentally altered how opportunities are communicated, leading to a broader and more diverse talent pool. Furthermore, gamified assessments in campus recruitment help eliminate human bias while making the evaluation process more engaging.
Empowering Career Development with the Career Hub: The Career Hub is arguably the most sophisticated element of Ericsson’s AI ecosystem. It goes beyond a typical internal job board, functioning as a personalized career navigator.
- Mapping Professional DNA: Powered by advanced algorithms and Ericsson’s Job Skill Model, the Career Hub doesn’t simply list vacancies. Instead, it constructs a comprehensive map of each employee’s professional skills and potential career paths.
- Personalized Growth Pathways: By integrating with Degreed, a learning platform, the Career Hub ensures that employees receive personalized development opportunities to prepare them for their next role.
- Democratizing Career Advancement: This AI-human partnership is central to Ericsson’s talent strategy, significantly supporting internal mobility and providing equal access to career advancement. Employees no longer need to solely rely on managerial support or happenstance; the Career Hub directly presents relevant opportunities.
- Positive Employee Feedback: Employee feedback on the Career Hub has been overwhelmingly positive, with users highlighting its user-friendly interface, transparent access to opportunities, and alignment with personal career goals.
- Fostering a “CEO Mindset”: By enabling employees to explore internal roles and take control of their professional development, Ericsson has fostered what they term a “CEO mindset,” encouraging every individual to lead their own career journey.
- Tangible Results: The effectiveness of this approach is demonstrated by the fact that between 45 percent and 50 percent of open positions are filled internally, indicating strong talent retention and validating the AI system’s efficiency. The Business Builder Consultants initiative for Mobile World Congress 2025 provides a clear example. The Career Hub’s Project Marketplace module identified 15 internal candidates from a global pool of 70 applicants, and these high-impact positions were filled entirely internally within just one month, showcasing AI’s ability to uncover hidden talent and accelerate career progression.
Integrating AI into Everyday HR Operations: Ericsson’s AI integration extends beyond recruitment and advancement into routine human-resources operations.
- AI-Powered HR Helpdesk: Generative AI tools now power HR helpdesk chatbots, providing 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.
- Data-Driven Insights with Power BI Analytics: Power BI Analytics further enhances this data-driven approach by making insights accessible throughout the organization. By democratizing information, Ericsson supports better decision-making while also promoting accountability and transparency.
Creating a “High-Tech, High-Touch” Employee Experience: This comprehensive AI integration allows for what can be described as a “high-tech, high-touch” employee experience. Routine processes are automated, freeing up capacity for activities that demand creativity, empathy, and strategic thinking.
Continuous Refinement and Future Directions: Ericsson is committed to continuously refining its AI ecosystem. Future developments include:
- Enhanced Career Hub: The Career Hub is being expanded to incorporate enhanced profile search, networking tools, and a broader project marketplace to help employees find not only their next role but also mentors, teams, and strategic initiatives aligned with their interests.
- Scaling Mentorship and Guidance: The company is scaling up its MOAI Coaching Circles and Career Navigator sessions to offer structured mentorship and targeted career guidance. Future iterations will leverage AI to recommend relevant mentors, microlearning modules, and cross-functional projects, further enriching the employee experience.
Centrality of Diversity and Inclusion: Throughout this evolution, diversity and inclusion remain core objectives, with new AI features specifically designed to ensure equitable access to opportunities.
Conclusion: AI as a Catalyst for Growth: For Ericsson, artificial intelligence is not a surveillance tool or a means to cut costs. Instead, it serves as a catalyst for individual growth and organizational development. It enhances the employee experience by eliminating unnecessary friction, amplifying individual voices, and illuminating career paths that might otherwise remain hidden. Ericsson’s approach provides a valuable blueprint for organizations worldwide navigating AI implementation: the most effective technology prioritizes humans over algorithms in its design. For further insights into the evolving workplace paradigm, visit
