International HR Practices –

NOKIAMiss. Nikita Dhoot

Department of Management Studies,

DKTE’S Textiles & Engineering Institute, Ichalkaranji-Kolhapur-Maharashtra

FLOW Introduction to NOKIA Company Profile Major MilestoneAreas Of Focus4 P’s of Marketing MixStructure Major CompetitorsNokia Ways & Values Nokia HR PracticesHiring Process Training & Development Rewards & Benefits Health, Safety & Well being Career Planning Labour Conditions

Introduction to NokiaNokia is a Finnish multinational communication corporation headquartered in Espoo, Finland. It is a public limited liability company listed on the Helsinki, Frankfurt, and New York stock exchanges.

The company is named after the Nokia River in southern Finland, next to which the original Nokia pulp mill was located.

At the end of 2010, Nokia operated a total of 16 manufacturing facilities in Brazil, China, Finland, Germany, Hungary, India, Mexico, the Republic of Korea and the United Kingdom.

Nokia’s mission is simple, Connecting People. Strategic intent is to build great mobile products. Job is to enable billions of people everywhere to get more of life’s opportunities through mobile

Brief About Nokia: Type: Public Limited Company Industry: Telecommunication, Internet & Software Headquarters: Espoo, Finland Products: Mobile Phones, Smart Phones, Mobile Computers & Networks Founded in: 1871Establishment in India: 1995 Financial Position (as on Q3 2010) Revenue: € 42.45 billion Operating Income: €2.070 billion Net income: €1.850 billion Total Assets: €39.12 billion Total Equity: €16.23 billionEmployees: 132,430 in 120 countriesSubsidiaries: Nokia Siemens Network, Navteq, Symbian, Vertu, Qt development FrameworkBranches in India: Gurgaon, Mumbai, Kolkatta, New Delhi, Bangalore, Hyderabad & Ahmadabad

Major MilestonesNokia is world leader in mobility, driving the transformation & growth of converging Internet & communication industries

1865: The birth of NokiaFredrik Idestam establishes a paper mill at the Tammerkoski Rapids in south-western Finland, where the Nokia story begins.

1968-1991: The move to mobile1982: Nokia makes its first digital telephone switchThe Nokia DX200, the company’s first digital telephone switch, goes into operation.

1992-1999: Mobile Revolution In 1992, Nokia decided to focus on its telecommunications business. This was probably the most important strategic decision in its history.

As adoption of the GSM standard grew, new CEO Jorma Ollila put Nokia at the head of the mobile telephone industry’s global boom – and made it the world leader before the end of the decade...

2000- 2009: Nokia Today:Nokia’s story continues with 3G, mobile multiplayer gaming, multimedia devices, wireless data solutions and like.

Areas of Focus

1. Mobile Communication

2. Personalized technology

3. Driving Open Mobile Architecture

4. Strengthening the Brand

5. Expanding the Business

4 P’s Of Marketing Mix

1. PRODUCT: Offer Phones of great variety & with various designs & high quality

2. PRICE: Nokia has come up with perfect prices for each & every consumer segment in the market: A lower-middle class person can go for a Nokia 1200 costing around Rs.1200/- while an executive can opt for N-96 costing around Rs.33,000/-

3. PLACE: Nokia mobile phones are very easy to access nowadays, they are sold in supermarkets, Nokia Priority, Nokia Care & Specialized Outlets.

4. PROMOTION: Adopts Advertising in print media & electronic media, sales promotion activities like discounts & gifts.

STP Analysis

Segmentation & Targeting:1.Entry level (Rs. 1,200 – 3,000): Lower Income group & first time mobile buyers2.Classic series (Rs. 7,000 – 17,000): Decent People3.N gage Series (Rs. 8,00 – 16,000): Game Lovers4.N-Series (Rs. 7,000 – 35,000): Young Generation- New technologies5.E-Series (Rs. 10,000 – 60,000): Business People- targeted computing need 6.Xpress Music Series (Rs. 6,000 – 20,000): Music Lovers7.Premium Series (Rs. 80,000 – 1,50,000): Shows Visual Status

STP Analysis

Positioning:

1. Nokia Logo

2. Slogan

3. Standard Ringtone

4. Standard message tone

5. Long battery backup

6. User friendly mobiles

Structure

Major Competitors

Nokia Way and Values

Nokia values guide behavior with all stakeholders, employees, customers, consumers and partners.

Nokia HR Practices

Nokia’s people policies have played a key role in helping the company to reach its 40 percent share of the global handset market and industry-leading profit margins of 20 to 25 percent, at a time of technological change and intense competition from Asian manufacturers.

Personnel by Market area:

Owes Success To

Talent and commitment of all of employees Men and women of different cultural or ethnic backgrounds, skills and abilities, lifestyles, generations and perspectives. Excellent opportunities for career development Committement to the highest standards of ethical conduct Believes in diversity and inclusion in the workplace brings competitive advantage Helped to build the diverse and robust community that is Nokia today. (115 nationalities) Within workplace profile, the proportion of women is around 41 percent of all employees, with 13.8 percent holding senior management positions. Moreover, half of the senior managers at Nokia are non-Finnish. (either HCNs or TCNs)

People – It’s a Human Culture

Number of employees in India (Dec 2010) approx. 132,430, excluding Nokia Siemens Networks.

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

Creates commitment, passion and inspiration.

Encourages open discussion and debate.

Programmes like ‘Listening to You’ & ‘Ask HR’ is conducted.

Steps in Hiring process1. Search for jobs through the link on the Careers page.

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

3. From your application, company will review your skills and qualifications. If a strong match is found between your qualifications and the requirements, someone from Nokia will contact you. In the event that applicant is not contacted within a 2-4 week period, it is likely that they are pursuing other candidates.

4. Identifying and hiring the best talent is a key objective for Nokia. Resume will be maintained in resume database, should your skills and qualifications present a strong match to future positions.

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

6. OPQ (Occupational Personality Questionnaire) assessment, background verification and reference checks also form part of the process in taking a final decision on the candidature.

7. A member of resourcing team at Human Resources will be in touch with applicant through the above process to keep them updated on the status, both at interim and final stages.

Nokia’s Hiring Practices “At Nokia temperament is a core competence” Its motto: You can teach technology in the company much easier than you can interpersonal skills, if at all. They want people who can work in a team, who can communicate and defend their ideas and, equally important, who can accept different opinions." “Values & Behaviour” they search for, are:

* Analytical thinking * Applying knowledge * Creativity * Customer orientation * Initiative * Managing risks * Openness to new ideasNokia relies on traditional screening techniques and regional assessment and development centers and in final stage relies heavily on behavioural interviewing (role plays, group exercises and one-on-one behavioral interviews," )

Training & Development

Operates the 70-20-10 approach to training

1. On-the-job learning (70%)

2. Mentoring & Individual coaching (20%)

3. Classroom training & e-learning (10%)

4. Active participation by trying new roles

Aims to develop a broad range of skills for the workplace, as well as the competencies specific to their role.

Focus on Performance Evaluation & Leadership

“70-20-10” Philosophy of Development

Rewarding Performance Rewards employees competitively through a global reward framework

Nokia rewards employees for good performance, competence development, and for overall company success.

Higher performance and contribution lead to higher rewards.

Reward programs including- bonuses, recognize performance based on individual, team and company results

Levels of compensation are determined by local labor markets

Offers Equity programs to eligible employees

Communicate with employees about the effect of business results on their incentives after each quarter

Introduction of Investing in People (IIP) process

Development and renewal of our employees’ skills and competencies is critical

Rewards – Market Competitive Rewards

Benefits

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

Crèche support

Health, Safety & Well BeingEstablishment of Global Occupational Health and Safety Unit

The unit is responsible for: 1.Developing health and safety strategy2.Annual action plans. 3.The Global OHS team coordinates and facilitates health and safety arrangements in individual countries4.The team also develops standard operating procedures5.Runs campaigns and training programs to raise awareness about health and safety issues.

Wellbeing The general wellbeing of employees makes a big difference to their engagement and productivity at work. Employees are more likely to feel committed to their work if they have a comfortable work–life balance. This is an important factor in employee wellbeing.

Opportunity- Your career is in your hands

People are expected to take responsibility for their development Structured performance management system Personal development plan Opportunities for career progression and professional development through global mobility and continuous renewal. Gaining broad experience through horizontal career steps is encouraged as a way to proceed in your career One global performance management process which is called “Investing in People”. Internal Job Market is the name for the interface. Started Learning Market Place & Education Assistance Plan

Nokia Labor Condition Standard:Nokia standards for factory labour conditions includes:

1) Working hours

2) Compensation

3) Non-Discrimination

4) Freedom of Association

5) Forced labour

6) Child labour avoidance

7) Disciplinary practices

8) Occupational Health and Safety

9) Management systems

Working @ Nokia Promises You

A career that you can be proud of

Continuous opportunities to challenge you

Resources to lead a balanced life

About MBA-DKTE……

DKTE’s Textile & Engineering Institute enjoys a unique

and prominent place amongst the institutions that are

engaged in education, training, research & consultancy.

Capitalizing on our experience and goodwill in textile

and engineering, the department of management studies

was set up. Currently it offers Two Years full time MBA

course with specialization in areas such as Marketing,

Finance, HR, Systems and Production and Textile

Management.

Document prepared by,

The Department of Management Studies, DKTES Ichalkaranji. Dist. Kolhapur. 0230-2421300

Ext. 316

Mail your valuable feedback at nik_dhoot89@yahoo.in

Brief Profile of The Institute