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How HR supports business

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How HR supports business

  1. 1. How HR supports business Nokia—Connecting people HRD Network Kolkata, June’09
  2. 2. Nokia has one strategy and a number of plans that describe the implementation of that strategy Elements Business/Country Dimensions Nokia Strategy Contributions to implementing strategy What actions we take to contribute to Nokia business strategy? What key functional actions are needed to support the business/assets? (Priority Activities (6m-3yr) and Actions (6m)) Nokia’s Vision Nokia’s goals and view of the world Owner: Units, functions, relevant boards Focus on major priorities and big swing decisions, resource allocation Where, why and how we compete (Objectives and Initiatives, 3y horizon) Owner: GEB Needs based plans Sales Mar- keting R&D People Etc…
  3. 3. Role of HR during strategy cycle <ul><li>The role of HR is two-fold: </li></ul><ul><li>Drive competence and resource planning for each functional plan </li></ul><ul><ul><li>Interview functional plan owners in units/functions/entities/service lines to plan detailed HR involvement in JANUARY </li></ul></ul><ul><ul><li>Provide HR contact for each functional plan, based on above interviews </li></ul></ul><ul><ul><li>Ensure functional plans include sufficient level of detail and implications for HR resource and competence planning > Functional guidance by APRIL GEB </li></ul></ul><ul><li>Drive the development and follow-up of ‘People and Ways of working’ plan </li></ul><ul><ul><li>Define team that will drive and deliver People and Ways of working priorities for the people board to be approved in conjunction with Nokia Strategy and functional plans in April GEB (1 full time, 2-3 support) </li></ul></ul><ul><ul><li>Get input from Nokia strategy and expectations setting in December </li></ul></ul><ul><ul><li>Identify consolidated actions needed to support Nokia strategy and capture it ‘people and ways of working’ plan </li></ul></ul><ul><ul><li>Engage with units as needed to ensure their functional contributions to people and ways of working priorities during JAN- MARCH </li></ul></ul>
  4. 4. People & Ways of working strategy © 2009 Nokia Company Confidential Hallstein Moerk 16 June
  5. 5. <ul><li>People & Ways of </li></ul><ul><li>Working strategy </li></ul><ul><ul><li>Integrated Ways </li></ul></ul><ul><ul><li>of Working (ORG3.0) </li></ul></ul><ul><ul><li>Engaged People </li></ul></ul><ul><ul><li>Great Leadership </li></ul></ul>People - one of Nokia’s strategic capabilities
  6. 6. Integrated ways of working support our Transformation Deploy four complementing ways of working : line, program, community and invest mode Renew Nokia management system Cultural Transformation
  7. 7. Engaged People drive our transformation Use available Recognition tools more readily and in new ways to build engagement See the many and diverse Development opportunities that arise through change and transformation and new working modes Build inspirational Understanding and Trust in Nokia’s strategy and transformation Care for employees’ Wellbeing in changing company
  8. 8. Great Leaders execute our strategy Boosting Executive Talent Pipeline Building overall leadership for transformation Asian Talent Program
  9. 9. Example <ul><li>Basic Checks </li></ul><ul><ul><li>How does it connect to business goals? </li></ul></ul><ul><ul><li>Target setting and building into people’s goals </li></ul></ul><ul><ul><li>Is it simple, understandable and measurable? </li></ul></ul><ul><ul><li>Can it be periodically checked and communicated? </li></ul></ul>
  10. 10. Education & Training On-the-job (solutions selling capability building) Coaching (Sales coaching, newsletter, sales brochure) Training (Booster / Solution selling / Sales Capability) Competence & Talent Management Talent Acquisition Mix Report All@Ovi program revamp Solutions Selling Skill Inventory Goals & Rewards Solution Sellers Achievement Club FF/Promoter Special Incentives (incl HCL) Management Trainee Program Systems, Tools & Processes Regional Solutions Specialists Transformation - Solutions Selling Present State – Devices Selling
  11. 11. Chennai Factory--Key Drivers
  12. 12. Ways of Working
  13. 13. Leadership
  14. 14. Engagement
  15. 15. <ul><li>Comments !! </li></ul>

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