Global Diversity Management at Ericsson

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In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational
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Diversity brings the company benefits which have been recorded extensively: the company reports that workforce diversity enhances team performance at all levels and positively impacts on customer’s success. Diversity also reportedly also enhances Ericsson’s ability to win new business and improve service excellence. Diversity management improves their corporate and employer image, and increases the attractiveness of the company among present and future stakeholders and also enables them attract and retain best candidates as employees. Ericsson shows strong commitment to diversity in all areas. Ericsson is guided by its core values of professionalism, respect and perseverance which define how they work together, and treat customers and partners. The company’s success is dependent on its diverse and engaged workforce, and Ericsson is committed to supporting its people.
Global and local priorities across Ericsson
There are three models of global diversity management that are evident in global firms: universal, localized and transversal. In a universal approach, there is a standardized diversity management program that is applied throughout the global firm. In a localized approach, there is a unique diversity management program for each region or each nation and there is no coordination of programs. In a transversal approach, there is a communicative,

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