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Hrm Life Cycle at Nokia - Strategic and Operational Implications

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Hrm Life Cycle at Nokia - Strategic and Operational Implications HUMAN RECOURSES MANAGEMENT PROJECT HRM LIFE CYCLE AT NOKIA - STRATEGIC AND OPERATIONAL IMPLICATIONS Submitted by Group 11 Section B Rohan Mishra Riaz Khan Aritra Banerjee Asit Balwantrai Acharya GROUP 11 SECTION B Page 1 Gajendra Yadav Ravi Kumar Bable Conrad Janong Sooting CONTENTS Contents .................................................................................................................................. 2 BRIEF COMPANY Description ................................................................................................... 4 Job analysis ............................................................................................................................. 4 Recruitment and Selection ...................................................................................................... 5 Global Recruiting Principles: ................................................................................................. 5 Resource Planning Focus ...................................................................................................... 5 Objectives of the global recruitment process: ..................................................................... 6 Performance Management system at Nokia: ........................................................................... 6 Goal and objective planning: ............................................................................................... 6 Performance evaluation/achievement review ..................................................................... 6 Training and Development at Nokia: ....................................................................................... 7 Development assessments at Nokia: ................................................................................... 7 Identification of development objective ............................................................................ 7 Selection and ordering OF THE assessment ...................................................................... 7 Taking the assessment and receiving 1:1 feedback .......................................................... 8 Integrate assessment results ........................................................................................... 8 Career Management: ............................................................................................................... 8 INTERNAL JOB MARKET (IJM) ................................................................................................. 8 “70/20/10”: Organizational Impact due to flexibility ............................................................ 9 “70/20/10”: ENABLING WORK VIRTUALIZATION ................................................................... 9 Compensation and BenefitS: ................................................................................................. 10 Structure of compensation: ................................................................................................ 10 Implication of using the NFF: .............................................................................................. 11 Benefits .............................................................................................................................. 11 GROUP 11 SECTION B Page 2 Summary ............................................................................................................................... 11 REFERENCES: ........................................................................................................................ 11 EXHIBITS ............................................................................................................................... 12 EXHIBIT 1: Global Rcruitment Process ................................................................................ 12 EXHIBIT 2: Resource Planning ............................................................................................ 12 EXHIBIT 3: Career Management ......................................................................................... 13 EXHIBIT 4: Compensation ................................................................................................... 14 GROUP 11 SECTION B Page 3 BRIEF COMPANY DESCRIPTION “Nokia Corporation is a Finnish multinational communications corporation that is headquartered in Keilaniemi, Espoo, a city neighbouring Finland's capital Helsinki. Nokia plays a very large role in the economy of Finland; it is by far the largest Finnish company, accounting for about a third of the market capitalization of the Helsinki Stock Exchange (OMX Helsinki) as of 2007, a unique situation for an industrialized country. In recent years, Finns have consistently ranked Nokia as one of the best Finnish brands. The Nokia brand, valued at $29.5 billion, is listed as the eight most valuable global brand in the Interbrand/BusinessWeek Best Global Brands list of 2010 (first non-US company). It is the number one brand in Asia (as of 2007)[18] and Europe (as of 2009), the 41st most admirable company worldwide in Fortune's World's Most Admired Companies list of 2010 (third in Network and Other Communications Equipment, seventh non-US company),and the world's 120th largest company as measured by revenue in Fortune Global 500 list of 2010.” (http://en.wikipedia.org/wiki/Nokia) JOB ANALYSIS “At Nokia, we are committed to connecting people. We combine advanced technology with personalized services that enable people to stay close to what matters to them. Every day, more than 1.3 billion people connect to one another with a Nokia device - from mobile phones to advanced smart phones and high-performance mobile computers. Today, Nokia is integrating its devices with innovative services through Ovi (www.ovi.com), including music, maps, apps, email and more. Nokia's NAVTEQ is a leader in comprehensive digital mapping and navigation services, while Nokia Siemens Networks provides equipment, services and solutions for communications networks globally…..”(http://jobs.nokia.com/job/Mountain-View-%28Senior%29-Manager,-Intelligence-%E2%80%93-N_- American-Competitors-Job/1013992/) The above is the beginning of a job description for a senior manager, Intelligence – North American competitors. The description runs for half a page before it mentions the qualifications required for the job. It also lists the primary location of the job, average percentage of time travelling will be required, level of the job, employee status (regular/part time) and so on. The description is a lot smaller for a data integration engineer job (http://jobs.nokia.com/job/Burlington-Data- Integration-Engineer-Job/1160424/) , but it still contains a very appealing description of the core values and mission of the company (same as in the description for a manager’s job as given above). In all it catches eye immediately. The description for this particular job goes into the technical details of the requirements of the job, which is understandable considering it is a specialist’s job. And then a list of required qualifications follows. Both the descriptions talk about compensation being competitive and a few of the benefits awarded like medical, dental and paid time off. “Join a global company that can challenge you and encourage you to innovate. After all, our days are devoted to developing the potential of mobility. It's your world. At Nokia, you have an extraordinary opportunity to shape it. Our future is your creation.” “We offer a dynamic learning culture that nurtures openness, transparency, with endless opportunities for competence development. We reward the results of your success.” The company clearly leverages its high brand value to attract the best talent, which is augmented by the strong emphasis on career development and dynamic learning environment that it promises the employee would work in. GROUP 11 SECTION B Page 4 There are no easily available information on the methods and approaches adopted to collect job related data by the HR team at Nokia. But few observations from us point towards a low level of employee involvement in the data collection, frequency of data collection and analysis being more than a year at least, RECRUITMENT AND SELECTION GLOBAL RECRUITING PRINCIPLES: The key features of the recruitment process at Nokia are as follows: Global Approach Global landscape Agile Deployment-redeployment of resources where most needed Scalable Modeling for seasonal nature of recruitment Consistent Process fundamentals need to be the same, brand consistency and administrative excellence Simplified Define interfaces to business, reporting lines, resources to front line Execution Speed Focus only on essentials and execution: service levels, process, employer image, talent sourcing, hire quality Fact Driven KPI’s, SLA’s, cost per hire, etc. Transformation Agent Driving recruiting into strategic capabilities and diversity focus areas, recruiting can be the change agent “the gatekeeper” Accountability Personal accountability on service levels, quality, follow-through, commitment to build world class recruitment team The steps involved in the recruitment process are depicted in exhibit 1. RESOURCE PLANNING FOCUS The Resourcing Framework and Policy defines the different resourcing options closely. The framework is about applying total resourcing efficiency considerations when making resourcing decisions. The overall goal is to balance the use of own employees and external resources. The policy includes the definitions and practical instructions (e.g. how to use external
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