Moving Beyond Traditional Diversity Programs
Corporate diversity initiatives often follow a familiar path—publicly sharing representation statistics, setting up employee resource groups, and issuing declarations of inclusive intent. Despite these efforts, meaningful cultural shifts frequently remain elusive. Underrepresented employees continue to be sidelined in key decisions, and diversity efforts risk becoming symbolic rather than transformative.
Swedish telecom giant Ericsson, which employs over 94,000 people in 175 countries, is attempting a different approach. According to Priyanka Anand, Vice President and Head of HR for Southeast Asia, Oceania, and India, inclusion at Ericsson is not simply about policy—it’s about daily behavior. “Inclusion is about how we show up every day, not just the policies we put in place,” she explains.
Addressing the Inclusion Gap
Many organizations acknowledge the importance of inclusion, yet struggle to embed it into daily workplace practices. Despite frameworks and training, entrenched cultures often remain unchanged. Ericsson aims to close this gap by focusing on behavior—how meetings are conducted, how decisions are made, and how careers are advanced.
In an industry historically dominated by technical skillsets, Ericsson is working to amplify underrepresented voices. Anand shares a story about a quiet engineer in Southeast Asia who began contributing more after a team leader trained in inclusive leadership made deliberate efforts to include him. This led to the engineer leading a major project—an example of how leadership behavior can unlock potential.
However, skeptics may argue that individual anecdotes don’t necessarily indicate systemic change. The real challenge is scaling these behaviors across the organization so they become the norm.
Training for Real-World Inclusion
Ericsson has implemented several programs to translate inclusive principles into practice. One such initiative is immersive learning experiences where leaders engage in simulated scenarios to hone inclusive behaviors. Unlike traditional diversity training that emphasizes awareness, these sessions focus on practical skills such as identifying real-time bias and managing group dynamics equitably.
The company’s Leadership Core Curriculum includes inclusion modules, and its “Upskilling for an Inclusive Future” program targets specific behavioral changes. In addition, “skip-level conversations” allow employees to discuss concerns with leaders two levels above their direct managers, creating space for candid feedback and bypassing hierarchical constraints.
Expanding the Definition of Inclusion
Ericsson has broadened its inclusion scope beyond gender to incorporate cognitive diversity, neurodiversity, and various identity dimensions. A dedicated Neurodiversity & Allies Employee Resource Group supports employees with different thinking and processing styles—an asset in a technically driven company where diverse cognitive approaches often drive innovation.
Structural changes also reflect this broader commitment. Ericsson has expanded benefits to cover same-sex and live-in partners, adoption, and IVF treatments. These policy shifts go beyond rhetoric, aligning with evolving expectations in progressive markets.
Creating Inclusive Career Paths
Ericsson’s Career Hub, Talent Marketplace, and AI-powered workforce planning tools are designed to democratize access to development opportunities. Programs like the MOAI Campus Graduate Programme (ASCENT) specifically target women graduates, offering structured pathways into technical roles.
These initiatives address common barriers such as lack of visibility into career paths, limited access to mentorship, and insufficient support systems. Yet, their success depends on consistent execution. Many companies launch similar programs that quickly lose momentum or fail to reach marginalized employees.
The Women of Ericsson network also plays a pivotal role by facilitating dialogue and contributing to policy development. While participatory, the actual influence of such groups varies across organizations.
Measuring Inclusion Beyond Demographics
Quantifying inclusion remains one of the most complex challenges. Traditional metrics like representation rates and training participation offer limited insight into whether employees truly feel valued and able to contribute fully.
Ericsson utilizes its VOICE Survey to gauge whether employees feel safe expressing themselves, respected by colleagues, and included in team dynamics. This experience-based approach is more nuanced than simple demographic tracking. As Anand puts it, “It’s the behaviors and cultural shifts that show inclusion is real and meaningful, not just something we track on a page.”
Still, without transparent data on career advancement, leadership diversity, or pay equity, external verification of these claims remains difficult. High engagement and low attrition rates in India are cited as evidence, but these could be influenced by multiple factors unrelated to inclusion.
Adapting Inclusion to Global Contexts
Operating in 175 countries presents the challenge of balancing global standards with local sensitivities. What fosters inclusion in one culture may not work in another. Anand notes this complexity, highlighting Ericsson’s efforts to adapt while maintaining core values.
One forward-looking area of focus is AI inclusion. As algorithms increasingly influence hiring, performance evaluation, and learning paths, Ericsson is striving to embed fairness and inclusivity into these systems. Whether the company has effectively addressed AI bias remains to be seen, but acknowledging the issue is a crucial first step.
Navigating Inclusion in Hybrid Work Environments
The rise of remote work introduces new inclusion challenges. Employees working from home may be less visible, missing out on informal interactions and impromptu opportunities. Ericsson’s response includes its NextGen Advisory Board, connecting younger employees with senior leadership to ensure visibility regardless of location.
These initiatives show awareness of the equity implications in hybrid setups. However, whether they effectively level the playing field or primarily benefit those already adept at self-promotion is still uncertain.
From Aspiration to Implementation
Ericsson’s inclusion strategy reflects a thoughtful, multi-layered approach to organizational change. By focusing on behavioral shifts, experiential measurement, and structural support, the company signals a genuine commitment to inclusion.
Yet, the ultimate test lies in measurable outcomes. Without detailed data on how underrepresented groups progress within the company, it’s difficult to assess the full impact. Cultural transformation is a slow, complex process requiring sustained effort and accountability.
As Anand aptly summarizes, “Real impact happens when everyone owns inclusion every day.” It’s a powerful reminder that inclusion is not a one-time initiative but a continuous, collective responsibility.
This article is inspired by content from Original Source. It has been rephrased for originality. Images are credited to the original source.
