Nokia Term Paper
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Transcript of 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