RAGASA, Criselle A.

2:00-3:00 TTHS
BSBA. Mktg 3 January 26, 2010
NOKIA….

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.

During 2007, they spent approximately EUR 70 million on employee training

for Nokia employees (excluding Nokia Siemens Networks as of 1st April).

Performance evaluation

Open dialogue about performance and opportunities for development helps to

motivate their employees. they encourage managers to coach employees
continually as well as having at least one formal personal development
discussion every year.

The 2006 employee survey showed 42% of those surveyed had not received
recognition or praise from their supervisor recently and less than half said
constructive feedback was a significant element of performance evaluation. In
response to this feedback, Nokia have introduced a new performance
evaluation tool designed to help employees understand their assessment
better and give them clear ideas about how to improve. It encourages
managers to give specific examples of good performance, and explain clearly
how areas for improvement are identified. This has resulted in a 5% increase
in employees indicating that they receive ongoing feedback which helps to
improve their performance.

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

culture where team members recognize achievement and help each other
perform well. In 2007, 762 people at their 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.

Leadership

Strong leadership is vital for the continued success of their company. In 2007,
nokia launched a new leadership model – True Nokia Leader – alongside their
new strategy and values. The True Nokia Leader must bring the values to life
and consistently ensure they form relationships based on trust and deliver
extraordinary achievement, growth and development for individuals, teams
and our business. The model will guide their leadership development activities
and the performance evaluations of managers and leaders.

The study examines how organizations identify and develop future leadership
capability and analyzes the links between leadership practices and
organizational performance.
The employees at Nokia are expected to come forward and take the
responsibilities themselves. Knowledge sharing, mutual respect, and trust
form the core values at Nokia. Nokia has a flat, networked organization. It
provides a flexible environment to its employees in decision-making.
Empowerment, 360? feedback, teamwork, leadership, creativity and
innovation are the management principles followed by the company. Nokia
encourages open communication and utilizes, to the best, its diversified
human resource.

Professional and Personal Growth

To improve the performance and to develop the competencies of its
employees, Nokia offers various programs, such as:

• Learning Solutions and Trainings

• Coaching
• Management Training
• Internal Job Market

Performance Based Rewarding

Nokia offers rewards through a flexible global structure that is set to meet the
market conditions. It differs on the basis of job description/responsibilities,
individual performance, skill-level, and competencies.

The benefits that an employee receives in total compensation package

usually consists of:

• Incentives
• Bonuses
• Overtime pay
• Call-out pay
• Possible stock options
• Performance shares
• Flexible work-life balance solutions