International HR Practices –

NOKIA
Miss. Nikita Dhoot

Department of Management Studies,

DKTE’S Textiles & Engineering Institute, Ichalkaranji-
Kolhapur-Maharashtra
FLOW
 Introduction to NOKIA
 Company Profile
 Major Milestone
Areas Of Focus
4 P’s of Marketing Mix
Structure
Major Competitors
Nokia Ways & Values
Nokia HR Practices
Hiring Process
 Training & Development
 Rewards & Benefits
 Health, Safety & Well being
 Career Planning
 Labour Conditions
Introduction to Nokia
Nokia 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: 1871
Establishment 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 billion
Employees: 132,430 in 120 countries
Subsidiaries: Nokia Siemens Network, Navteq, Symbian, Vertu, Qt development
Framework
Branches in India: Gurgaon, Mumbai, Kolkatta, New Delhi, Bangalore, Hyderabad &
Ahmadabad
Major Milestones
Nokia is world leader in mobility, driving the transformation & growth of converging
Internet & communication industries

1865: The birth of Nokia

Fredrik Idestam establishes a paper mill at the Tammerkoski Rapids in south-
western Finland, where the Nokia story begins.

1968-1991: The move to mobile

1982: Nokia makes its first digital telephone switch
The 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 buyers
2.Classic series (Rs. 7,000 – 17,000): Decent People
3.N gage Series (Rs. 8,00 – 16,000): Game Lovers
4.N-Series (Rs. 7,000 – 35,000): Young Generation- New
technologies
5.E-Series (Rs. 10,000 – 60,000): Business People- targeted
computing need
6.Xpress Music Series (Rs. 6,000 – 20,000): Music Lovers
7.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 process
1. 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 ideas
Nokia 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 Being
Establishment of Global Occupational Health and Safety Unit
The unit is responsible for:
1.Developing health and safety strategy
2.Annual action plans.
3.The Global OHS team coordinates and facilitates health and safety arrangements
in individual countries
4.The team also develops standard operating procedures
5.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……

Brief Profile of The Institute

 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 [email protected]