Nokia Term Paper

8/7/2019 Nokia Term Paper

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A Short Description of Nokia

Headquartered in Finland, Nokia is a broad-scope telecommunications company

supplying mobile phones, mobile and fixed telecommunications networks, data

communications solutions, multimedia terminals and computer monitors. Withsales in 130 countries, net sales totaled FIM 52.6 billion ($9.8 billion) in 1997.

Nokia, listed on NYSE (NOK.A), employs more than 41,000 people worldwide.

The Starting Scenario

Nokia has rapidly moved from functionally oriented organisation to a business

process oriented mode, and our information systems have not followed the changeas fast as they should. To fill the gap, IM organisation must learn and implement

working methods which enable the creation of business process oriented

information systems. To satisfy these business needs, Nokia has introduced a new

development approach for information systems development. These processes have

been created and tested during the SPI.

Human Resources

The following excerpt is from Nokia Supplier Requirements, defining our

expectations for Human Resources.

Workforce Planning And Recruiting


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Supplier shall have a system to ensure the availability of workforce for current and

future business needs, in a sustainable and ethical manner, at both organizational

and unit level.

Resource Planning

Resources need to be available to meet both current and future business needs

according to company strategy. Resource planning shall be conducted at both

organizational / global and unit / local levels. In particular, underage workers or

false apprenticeship schemes must not be used.

Recruiting And Exit Procedures

Supplier shall ensure that competent and eligible individuals are recruited and

appointed to open positions, according to competence, with equal opportunity and

on a voluntary basis. Supplier shall check the eligibility of candidates and that they

exceed the minimum legal age of employment.

Upon employment, individuals shall be provided with a work contract /agreement

/offer letter, basic induction training and not be required to give financial deposits

or original identity documents. Forced labor must not be used. Employees shall be

free to leave the company after giving reasonable notice. Supplier shall ensure that

exit procedures are compliant with local legislation, international labor standards

and applicable collective agreements.

Non-Disclosure And Confidentiality Agreements

Supplier shall ensure that employees working with Nokia products or projects or

having access to Nokia specific knowledge, information or data, or to Nokia

facilities, have signed a Non-Disclosure Agreement (NDA). Supplier shall ensure

that the employees fully understand its practical implications.

Occupational Health And Safety Protection


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Supplier shall ensure that physical and mental working conditions allow employees

to perform their tasks safely and efficiently. Supplier shall have procedures for

identifying, minimizing and preventing hazards. They shall be implemented as, for

example, safety instructions, work procedures, preventive maintenance, employee

training, identification of potential hazards and appropriate safety devices, personal

protective equipment and clothing, hearing protectors, chemical control or machine

safeguarding.

Supplier shall nominate and train persons responsible for the occupational health of

employees. Supplier shall have specific procedures in place for employees under

the age of 18 (young workers).

Supplier shall assume responsibility for the occupational health of employees

working off-site (e.g., at customer premises).

Occupational Health And Safety Response

Supplier shall have occupational health and safety procedures to prepare for and

respond to emergency situations involving occupational health and safety risks.

Supplier shall record and investigate emergency situations. Management shall

encourage employees to report accidents and take action upon these records and

reports.

Employee Amenities

Supplier shall ensure that employees are provided with access to potable water and

clean toilet facilities. Canteen facilities and food preparation areas shall be clean

and safe, and food shall be provided at reasonable cost. Employee dormitories shall

be clean, safe (equipped with, e.g., fire extinguishers and exits), adequately

ventilated and/or heated, shall provide reasonable personal space and shall be

provided at reasonable cost.


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Competence Analysis

Supplier should periodically conduct competence analyses to identify the

knowledge and skills/competences required to perform the organizations business

activities according to short- and long-term strategic goals.

Competence Development

Supplier shall ensure that employees, at all levels and with equal opportunity, have

the education, training and competence they need for their positions and tasks.

Supplier shall develop training plans based on competence analyses and implement

them to enhance and develop workforce capabilities. Supplier shall maintain a

training register, detailing the training employees have received.

Nokia specific training and certification

Supplier shall ensure, on request, that personnel allocated to Nokia work have the

necessary training on Nokia policies, products, processes and guidelines and, if

needed, have necessary licenses and certificates. Supplier shall ensure such

licenses and certificates are valid in terms of time and scope. Supplier, providing

services at Nokia facilities, including (Nokia's) customer sites, shall ensure that its

personnel act in accordance with Nokia values and Code of Conduct.

Working Time And Time Off

Supplier shall ensure that employees can perform assigned tasks efficiently without

exceeding the maximum working hours as defined by local labor laws or

applicable collective agreements. Supplier shall ensure that employees have at least

one day off per seven-day week, and that overtime work is voluntary. Holidays

(e.g., public holidays) and leaves of absence (e.g., medical or parental) shall

comply with local labor laws or applicable collective agreements.


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Compensation And Benefits

Supplier shall provide all employees (permanent, temporary, apprentices and

contract workers) with fair compensation (wages /salaries) meeting or exceeding

local legal and industry minimum standards, for regular as well as overtime work.

Supplier shall also provide employees with benefits to reward contributions, skills

and behavior considered vital to success. Compensation and benefits shall be

aligned with relevant company policies.

Fair Treatment

Supplier shall ensure that employees at its facilities are treated with respect and

dignity, equal opportunity and are safe from abuse, harassment or bullying of any

kind (e.g., physical, verbal, mental, sexual, racial, cultural, age or disability

related). Supplier shall ensure company rules / guidelines are communicated to

employees. Supplier shall ensure that disciplinary procedures prohibit physical

punishment and do not support financial deductions, or the threat thereof.

Performance Management

Supplier should have a system to manage employee performance. Supplier should

ensure individual objectives are derived from company strategy and policies.

Supplier should ensure performance is evaluated fairly and objectively, against

defined criteria and on a periodic basis, to identify ways to improve performance.

Communication And Coordination

Supplier shall ensure that information relevant to employees (about, e.g., business

activities, changes and results) is communicated across the organization. Supplier

shall ensure employees can share such information fast enough to be able to align

their activities efficiently. Supplier shall respect the right of all employees to form

and join trade unions of their choice and to bargain collectively, and in cases this is


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restricted by law, facilitate parallel means to ensure that individuals or groups are

able to raise concerns to the attention of the management.

Employee Satisfaction

Supplier should have the means to evaluate and improve employee satisfaction. A

company of substantial size (i.e. headcount exceeding 100) should have an

employee satisfaction program based on employee opinion surveys and should take

action based on the results of the program.

Feedback And Complaint Channels

Supplier shall have a system through which employees can give feedback or

complain about unethical conduct, unfair treatment or practices, violation of

company values, policies and procedures, or improvement ideas and suggestions.

Management shall, when appropriate, act upon this feedback and handle it

confidentially and anonymously. Management shall ensure that there are no

adverse consequences as a result of giving feedback.

Training And Development

They want employees to be able to develop at Nokia, both personally and

professionally. They offer an integrated package of classroom training, on-the-job

learning, individual coaching, and mentoring. They encourage people to learn

through active participation by trying new roles at Nokia.


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They provide a variety of mandatory and voluntary training opportunities for our

employees to help them develop a broad range of skills for the workplace, as well

as the competencies specific to their role. They offer thousands of internal training

options, as well as many external training opportunities. To match local needs,

training may be tailored and may also be available in local languages. They operate

the 70-20-10 approach to training, where 70 percent of training is on-the-job

learning (projects, assignments, and international transfers). Mentoring and

coaching accounts for 20 percent, while only 10 percent of employee learning and

development comes from traditional classroom training or e-learning. They

encourage e-learning opportunities where possible as these are environmentally

preferable and cost efficient.

Performance Evaluation

Open dialogue about performance and opportunities for development helps to

motivate our employees. They encourage managers to coach employees

continually as well as having at least one formal personal development discussion

every year. Our 2009 employee survey showed that 71 percent of those surveyedfelt that their manager helped them know what is expected of them, 61 percent said

that they received regular feedback from their manager to improve their

performance and 62 percent indicated they understand how their performance is

evaluated.

They understand that praise is an important motivator and want to create a culture

where team members recognize achievement and help each other perform well. In2007, 762 people at our factory in Dongguan, China, participated in a competition

designed to encourage employees to take pride in their skills by performing a range

of production tasks to a high standard in the shortest time.


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Rewarding Performance

Nokia rewards employees competitively through a global reward framework

designed to recognize individual contribution and achievement. Levels of

compensation are determined by local labor markets and take into account both

individual and company performance.

Our reward programs including bonuses recognize performance based on

individual, team and company results. They introduced changes to our incentive

plans in 2007 to make the plans simpler, more consistent and able to deliver equal

or higher payouts if target performance or above is achieved.

A wide number of employees are eligible to join our equity programs, based on

rewarding performance and retaining top employees. Our broad-based equitycompensation programs include stock options and performance shares. Both are

linked to the companys performance over a number of years.

They communicate with employees about the effect of business results on their

incentives after each quarterly announcement, through articles and video messages

on our intranet news channel, the News Hub. They also communicate through

quarterly letters, blogs, webcasts and face-to-face meetings. In addition,information is available on the Know Your Business section of our intranet.


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Training

Training has been divided in three main parts based on the targets of the PIE: the

focus areas were process thinking, IM methodology and the tool . Process thinking

and development principles were introduced to the team at the beginning of the

project, when the focus was on process descriptions. The IM methodology

principles were introduced to the management when the first draft versions of the

descriptions were available with purpose to show some early results. The pilot

project teams were trained as a part of the project training in order to learn a

common methodology and language during the development work. Aris toolset

training was given to the PIE team when the tool selection process was over in

order to enable the tailoring of the tool.

y Search for jobs through the link on the Careers page.

y Submit your application online as per the instructions at the site.

y From your application, they will review your skills and qualifications. If a strongmatch is found between your qualifications and the requirements, someone from

Nokia will contact you. In the event that you are not contacted within a 2-4 week

period, it is likely that they are pursuing other candidates.

y Identifying and hiring the best talent is a key objective for Nokia. Your resume willbe maintained in our resume database, should your skills and qualifications present

a strong match to future positions.

y The selection process will consist of multiple rounds of phone interviews andonsite interviews with hiring managers, peers and the human resources team.


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y OPQ (Occupational Personality Questionnaire) assessment, backgroundverification and reference checks also form part of the process in taking a final

decision on the candidature.

y A member of our resourcing team at Human Resources will be in touch with youthrough the above process to keep you updated on the status, both at interim and

final stages.

Nokia Recruitment Freshers Management selection procedure

* Introduction:

According to Nokia:- They look at fresh young talent from premier B-school

Campuses every year for final placements in Nokia. Some of the campuses they

have visited in the past are ISB Hyderabad, IIM Ahmedabad, IIM Calcutta, IIM

Lucknow, XLRI Jamshedpur and TISS Mumbai. Students have been recruited in

the areas of Sales, Marketing and Human Resources functions.

* Functions and Campuses Visited:Nokia, over the years, have recruited

management trainees for Sales and Marketing as well as HR functions. They take

interns from a few premier institutes like IIM- A, IIM-C, IIM-L, XLRI-

Jamshedpur and TISS, Mumbai.

* Timelines: The pre-placement talks/presentations are held from January to

February. Senior business and HR managers visit the campuses and help students

understand the opportunities that Nokia offers. The recruitments happen during

February and March.

* Selection Process: After the pre-placement talk, the interested students are asked

to apply by submitting their CVs. Based on the overall personality of the students,

a shortlist is announced. The selection process consists of a group discussion


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(optional) and two to three rounds of personal interviews.

Salient aspects of Management Trainee Program at Nokia:

1. Structured on-boarding

15 days Business Induction at HO (inclusive of market visit) common to all

Management Trainees.

2. Management Trainee Program: As employees they believe the Nokia

experience to be a journey of self discovery and learning while you explore your

future growth options. The Management Trainee (MT) programme would enableour fresh MBAs the opportunity to learn and explore careers in an environment

thats ripe with action and adventure. The program has a rigorous and

comprehensive design to enable each Management Trainee the opportunity to learn

on the job with regular feedback and one-on-one coaching so that the MT learns

from every experience.

Business Induction

All MTs undergo a 3 week induction at HO wherein they are given exposure to the

business, markets, factory and R&D units. Stints

Sales and Marketing: This 52 week rigorous program combines a series of cross

functional stints across the various Sales and Marketing functions within Nokia

and encompasses the following stints/rotations:

* 6 months of ASM (Sales) Stint

* 3 months of Marketing exposure

* 1.5 months of Organised Trade stint

* 1.5 months of Retail stint

HR MT Program

This program ensures that an MT undergoes on the job learning by the independent


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handling of a role, gaining business understanding through a sales stint, building

global networks through global induction and projects to be followed by a global

role.

3. Management Interactions/Support Mechanism:Each intern is provided with a

tutor, guide, mentor and buddy for the duration of his internship Guide He/she

sets the overall direction to the project and takes complete ownership of the

project. Mentor This is an IMT member who would be the head of the function.

The mentor is a wise and trusted friend, counselor or teacher. Buddy Buddy is a

support system that helps an MT begin his/her career more smoothly. He is a vital

touch point for the MT throughout his first year at Nokia.

4. Learning Objectives: The Nokia India Management Trainee Program

emphasises on the importance of learning in the initial years of a Management

Trainees career and is designed to provide specific inputs to build business and

functional competence and an understanding of the Nokia Ways of Working,

Values and Culture.

5. Feedback Mechanism:

Regular feedback is taken both from the guide/tutor as well as the Management

Trainee. The issues and concerns are resolved at the earliest.

Nokia ways and values:

Nokia has defined values that provide a sense of direction to our behavior as

employees and citizens of the world. The values were created in workshops

Nokia Way Cafes with 2500 Nokia employees participating in person and they

reflect Nokia's business and organisational environment. Our values are the

foundation of our culture and the basis of our operational mode. Living them every

day is our shared philosophy. Nokia values make us different and provide a sense


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of direction for employees around the world, and in our quest to become more of

an internet company.

Nokia values guide our behavior with all stakeholders, employees, customers,

consumers and partners.

Engaging You

For us Engaging you incorporates the customer satisfaction value and deals withengaging all our stakeholders, including employees, in what Nokia stands for in the

world.

Achieving Together

Achieving together is more than collaboration and partnership. As well as trust, it

involves sharing, the right mind-set and working in formal and informal networks.

Passion for Innovation

Passion for innovation is based on a desire they have to live our dreams, to find our

courage and make the leap into the future through innovation in technology, ways

of working and through understanding the world around us.


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Very Human

Being Very Human encompasses what they offer customers, how they do business

and the impact of our actions and behavior on people and the environment. It is

about being very human in the world - making things simple, respecting and

caring. In short, our desire is to be a very human company.

To reward and to recognise publicly the behaviors that reinforce the Nokia values

they have the PAVErs Club wherein any employee across the organisation can

recommend any other employee for a display of Nokia values that he feels should

be replicated across the organisation.

y Number of employees in India (Dec 2008) approx. 9000, excluding NokiaSiemens Networks.

y Nokia has a distinctive management and leadership approach based on theNokia Way.

y This creates commitment, passion and inspiration through collaboration andcoaching, and ensures focus and efficiency by setting targets, fulfilling goals and

reviewing results.

y They encourage open discussion and debate. As an example, the annual globallyconductedListening to Youemployee survey is a powerful way of getting

feedback from our employees on a range of important issues. They listen to theviews of our employees and act on them when designing our people policies and

practices.

y Another example is the"Ask HR"feedback channel on our human resourcesintranet.There, every employee can comment or ask questions about our people


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practices and processes, even anonymously, and receive a prompt and openly

published response

They are focusing on developing ways of working to engage our employees in

creating a world where everyone can be connected. They want to create, but also

live in that world in our daily working life.

In our truly global company, teams are often virtual and the working environment

is fast. They support our employees with flexible working solutions that enableaccessing information and connecting when and where it makes most sense; that

increases freedom of choice about how, when and where to work; supports

collaboration and helps our employees to have control of their working life and

improve balance between work content and personal interests.

y Nokia has one global performance management process which is called Investing

in People. Internal Job Market is the name for the interface, which enables internalmobility of Nokia employees. Any requirement or vacancy is posted first to the

internal employees and then to external candidates.

y Learning Market Place is an application on our intranet that enables one to accessvarious e-learning topics and also enroll several training and workshops.

yInternational exposure is given as and when it is required for the professionaldevelopment Education Assistance Plan supports employees in short term and long

term courses to help them grow in their work and role.


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Nokia provides employees with market competitive rewards through a flexible

global structure.It addresses diverse and changing business and employment

environments, as well as specific individual preferences.Compensation package

consists of:

Basic pay, equity bonuses and incentives

Health and welfare benefits

Vacation and time off

y Nokia rewards employees for good performance, competence development, and foroverall company success.Higher performance and contribution lead to higher

rewards.

y Nokia rewards employees based on both their individual performance andcompany performance.Nokias incentive plans are linked to overall IIP process and

personal objectives (Short Term Incentive Plan (STIP), Production Incentive Plan,

Sales Incentive Plan,R&D Program Incentive Plan and the Short Term Bonus Plan.

Benefits like:

Insurance (healthcare and life)

Transportation (free buses)

gifts on special occasions (e.g. birthday, marriage)

Relocation support (need based)

Work related mobile phone

Education assistance

Crche support

References:

http://www.nokia.com/corporate-responsibility/supply-chain/nokia-supplier-

requirements/human-resources

Nokia Term Paper

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