The telecom industry is undergoing one of its most transformative phases. 5G rollouts, AI-driven automation, Satcom, and IoT expansion are redefining how networks operate, creating unprecedented opportunities and challenges for companies worldwide. In India, the telecom market is projected to reach $48.61 billion by the end of 2024 and grow to $76.16 billion by 2029. However, while technology is advancing at lightning speed, the real competitive advantage lies in the people who design, implement, and drive innovation – the talent of the telecom industry.
The telecom sector currently has a demand-supply gap of 2.41 million skilled workers, expected to grow 3.8 times by 2030. The question is no longer just about keeping up with technology but how to build a workforce that stays ahead of it.
In this exclusive conversation, Priyanka Anand, VP and Head of People for Southeast Asia, Oceania & India at Ericsson, shares how the company is empowering young talent, strengthening academic collaborations, and redefining leadership in an AI-driven world.
The telecom industry is evolving rapidly, driven by 5G, IoT, and other emerging technologies. How does Ericsson prioritise empowering early-career talent to stay ahead in such a dynamic landscape?
Priyanka: At Ericsson, we recognise that the future of the telecom industry depends on a skilled, future-ready workforce. As 5G, IoT, and AI redefine the digital landscape, we are committed to empowering early-career talent through structured learning programs, industry partnerships, and real-world exposure.
To equip them with future-ready skills, we have initiatives such as the Digital Academy, 5G Academy, and RISE UP which provide training in emerging technologies like AI, IoT, and advanced network solutions. Ericsson’s approach extends beyond technical skills – mentorship, hands-on learning, and a strong culture of ownership enable individuals to take charge of their careers. Our ASCENT and the EricssonEdge Academia Programs connect us with young graduates offering them knowledge material and real-world exposure to cutting-edge technologies like AI, IoT and 5G.
Internal mobility is another cornerstone of our growth strategy, with nearly 45% of roles filled through internal movements, reinforcing our commitment to upskilling and career development.
As we move from 5G to 6G, we are intensifying our investments in partnerships with universities and reskilling initiatives. By nurturing the next generation of telecom professionals, we not only future-proof our workforce but also solidify Ericsson’s position as an employer of choice in the industry.
Could you share an example of a successful collaboration between Ericsson and academic institutions that has significantly impacted employability or innovation?
Priyanka: Ericsson has a strong track record of collaborating with academic institutions to bridge the gap between industry and academia, fostering innovation and enhancing employability. One notable example is the EricssonEdge Academia Program, which partners with leading universities to equip students with industry-relevant skills in 5G, AI, IoT, and cloud technologies. Through this program, students gain access to cutting-edge curriculum, hands-on training, and real-world case studies, enabling them to transition seamlessly into the telecom industry.
As part of this program, Ericsson has partnered with over 40 leading universities across Southeast Asia, Oceania, and India with an aim to upskill pre-final year students in key areas like AI, 5G, Cloud, and other emerging technologies. By combining in-person sessions hosted by Ericsson experts and online learning modules, we provide students with a well-rounded, hands-on education that enhances their employability and prepares them for challenges in the telecom and AI sectors.
Through this initiative, we aim to foster a future-ready workforce while inspiring innovation and problem-solving among students. Those who complete the program are also eligible for our Graduate Recruitment Program, further connecting education with career opportunities. Ericsson employees actively participate as mentors, which not only benefits the students but also allows our team to enhance their leadership and mentoring skills. This collaboration has significantly contributed to both student employability and the development of a skilled workforce ready for the digital economy.
In your previous conversation with All Things Talent, you had stated your priorities for 2024 which included hiring next gen talent, commitment to upskilling and revolutionising new talent. Could you update us on what has happened so far?
Priyanka: We continue to remain focused on building a future-ready workforce by hiring next-gen talent, upskilling our people, internal mobility, and redefining recruitment strategies. Our hiring strategy has been aligned with the evolving demands of the telecom industry, particularly in areas like 5G, AI, cloud computing, and automation. We have actively recruited early-career professionals, bringing in fresh perspectives and digital-first mindsets that are essential for shaping the networks of tomorrow.
As we move forward, Ericsson will continue to invest in skilling, career pathways, and diverse talent development, ensuring that we remain at the forefront of telecom transformation while creating meaningful opportunities for the workforce of the future.
How has the role of a people leader changed in the transformational AI age?
Priyanka: It has evolved from being a traditional manager to a strategic enabler and coach. AI is driving automation, enhancing decision-making, and streamlining workflows, which allows leaders to shift their focus from operational oversight to more people-centric priorities. One of the most significant changes is the emphasis on cultivating a learning mindset—leaders must now ensure their teams are continuously upskilling to stay relevant in a dynamic, technology-driven world.
Data-driven insights provided by AI allow leaders to make more informed, personalized decisions about career development, performance management, and employee engagement. However, it’s the human element empathy, trust-building, and adaptability—that has become more critical than ever. Leaders must foster an inclusive environment that encourages creativity, innovation, and collaboration, ensuring that team members feel supported in navigating the change.
At Ericsson, we enable our leaders to manage their teams with empathy and humanness. Our ‘Leaders as Coaches’ program is aimed at nurturing leaders to inspire and uplift their teams.
Ericsson’s 2025 People Priorities
- Continuous Learning & Upskilling: We will double down on cultivating a learning mindset, ensuring our employees are equipped with critical skills in AI, IoT, cloud, and 5G/6G technologies through initiatives like the Digital Academy, 5G Academy, Degreed etc
- Empathetic Leadership: We’ll continue to prioritize empathy-driven leadership aimed at fostering trust, inclusivity, and collaboration. Leaders will play a pivotal role in supporting employee well-being and career growth.
- Diversity & Inclusion: Aim to create even more inclusive teams that reflect the communities we serve, driving innovation and collaboration through diverse perspectives.
- Internal Mobility & Career Development: Enhance internal mobility tools and personalized career paths, empowering employees to explore new roles and take ownership of their development.
- Talent Agility: With the telecom industry evolving rapidly, our focus will be on agile talent strategies—adapting hiring, skilling, and leadership practices to ensure we attract and retain the best talent to meet future business needs.
- Industry-Academia Partnerships: Strengthening collaborations with universities and academic institutions, we will continue to bridge the gap between academia and industry, providing students with hands-on learning, certifications, and exposure to cutting-edge telecom technologies to boost employability and drive innovation.
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How does Ericsson evaluate the effectiveness of its learning and development initiatives?
Priyanka: At Ericsson, we employ a comprehensive approach to evaluate the effectiveness of our learning and development (L&D) initiatives. We begin by analysing key performance metrics, such as employee retention and promotion rates, to assess the tangible impact of our programs. Additionally, we conduct detailed business impact analyses, gathering feedback from employees to understand how L&D has influenced their skills, job satisfaction, and performance.
This includes measuring outcomes like productivity, innovation, and customer satisfaction to determine the return on investment. We also observe changes in employee behaviour and organizational culture, recognizing that shifts in these areas indicate the qualitative success of our initiatives. For instance, our “Ericsson on the Move” cultural movement integrates L&D efforts to promote a dynamic company-wide culture, with employee engagement surveys tracking its effectiveness. By combining these methods, we ensure that our L&D programs not only enhance individual capabilities but also contribute significantly to our overarching business objectives.
