rome wasn’t built in a day – but its success was ......success was engineered through...
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1 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Rome Wasn’t Built in a Day – But its Success was Engineered Through Exceptional ManagementPhil Miller Director, Level II TACs – Nokia Enterprise Solutions
2 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Before We Begin, a Thought …..
The human mind is a wonderful thing. It starts to work the moment you are born,
and never stops
….. until you stand up to speak in public.
3 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Nokia – An Overview
A multi-industry conglomerate that became the leader in mobile communications.
Nokia CompanyA paper-making business which stretches back to 1865
The Finnish Rubber Works Not surprisingly a rubber company at the leading edge of technology
The Finnish Cable Works.Formed in 1912 on the back of the explosive growth of electricity into homes
Nokia Corporation was formed in 1967 through the merger of these three companies
The rest is almost history….
4 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
So why the title?
Rome Wasn’t Built in a DayBut its Success was Engineered
Through Exceptional Management
5 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Roman Architecture
6 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
The Nokia Values – Our Foundation
Customer SatisfactionCustomer satisfaction directs our strategies and actions
Respect We treat others with trust and respect
AchievementWe are inspired and driven by our shared vision and goals
RenewalWe believe that continuous learning comes through a willingness to change and develop
7 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Investing in People (IIP)
People are the most valuable asset of any organization
Investing in People (IIP) is Nokia’s Performance Management Process
Supports the implementation of Nokia strategy and values
IIP discussions between the manager and employee
Occurs at least twice a year
8 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
IIP Process
NokiaValues
ClearLinkage
9 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Value for all
Better understand expectations of the job & as a result of business strategyEfficiently plan professional developmentReceive structured feedback about performanceInput to reward according to performance
Employee
Manage team performanceEnsure competencies are continuously renewedProvide team member feedback and get feedback themselves
Manager
Execute organizational strategy & valuesManage Nokia’s overall performance Nokia
10 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Job Descriptions and Person Specifications
Defines the role and responsibilities of the successful candidateProvides data from which a person specification can be drawn up Furnishes the basic details for a job advertisementAllows candidates to determine if they have the necessary skills for the jobIdentifies the initial training needs and the longer term development needs
A good Job Description should includethe main purpose of the postthe main duties and responsibilities of the postthe scope of the post
The Person SpecificationEstablishes the essential criteria against which all candidates will be judgedSets desirable criteria which can be used to establish the most suitable candidatesProvides a template for interview/selection
11 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Documented Career Planning
Nokia wide “Career Compass”
Lists Job Profiles for each role
A dedicated “Career Compass” for each area of the organisation
The one shown is for “Quality and Process”
Clicking on a job title in the Career Compass displays all possible Job Profile combinations.
12 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Sample Job Profile
13 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Competence Evaluation
Development and competencies discussion is held & documentedonce a year with half a year review
Development and competencies discussion is held & documentedonce a year with half a year review
Job Profile = Organizational Requirements for the Job
Job TitleMain Areas of ResponsibilityIndividual PortfolioEnvironmentScopeImpact
Profile Title (BG/Platform)Key TasksProcess & Professional CompetenciesNokia Values Based CompetenciesNetwork
Nokia Job BG/Platform Profile
Nokia JobBG/Platform
ProfileJob Profile
Basic Global description for a job in Nokia
Addition to Nokia Job to further specify Business
Group Requirements
Visible to employees and loaded in IIP Competence
Evaluation Module
In addition to the Job Profile, the employee’s specific tasks(objectives) plus the Competence Requirements are included
in the Competence Evaluation
14 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Personal Development Planning
Action planning and scheduling for development areas based on competence gaps (reviewed bi-annually)
Common agreement on the level to which the required competence should be developed
Two-way feedback on strengths & development areas
Short Term Transfer/Rotation
Classroom Training
Coaching and Mentoring
E-Learning
Self Study
Project Work
On-the-Job Training
15 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Learning Methods
Experience
70%
Awareness
20%
Knowledge
10%
PerformanceMake every day
be your Learning Day
Feedback & RelationshipsAssessment
Mentoring
Coaching
Classroom & TrainingSkill & Competence
On the Job DevelopmentDevelopmental Jobs
Assignments
16 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Learning Methods
70%Developmental experiences
Undertaking developmental jobs/projects or assignments (“on-the-job learning”).
17 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Learning Methods
20%Self Awareness
Understanding our strengths, weaknesses development needs and focus areas
18 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Learning Methods
10%Acquiring Knowledge
Through classroom training or e-learning
19 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
70/20/10 Examples
Experience(70%)
Awareness(20%)
Attending formal training/education
(10%)Increased decision makingTurning around a difficult business situationWorking in new functional areasGaining exposure to foreign countriesLaunching new business initiativesHaving more direct reports & higher quality direct reports
Interacting with peersWorking with a coach or mentorUndertaking 360o Assessment and Feedback
Addressing people skillsAddressing technical skillsAddressing key business skillsIncludes formal degrees & programs
20 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Career Development – Personal Drivers
There are many personal drivers
HierarchicalSimple ladder climbing
Personal fulfilmentDeveloping competencies and skills
Not every move is “up”Horizontal moves
Explore
Build
Seek
Exec
ute
21 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Managing Careers
Reactive ManagementGoing along with the flow
See what happensMissing development opportunities
Not planning ahead?
Proactive Career ManagementWhere the individual wants/needs to be in the future and plan a routeWork with Management and OthersManage career & development competencies
Resulting inPlacing staff in a good position for when opportunities ariseImproved performance in their current role and increasing their learning agilityDeveloping future potential and value
22 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Nokia’s Career Landscape
Nokia’s philosophyPart based upon Career Self Reliance
Employees have the ultimate responsibility for their long-term career development - Nobody else can take that responsibility.
The manager’s roleTo support career development
By providing a supportive environment and coaching. Nokia aims to provide a stimulating environment and tools that support career development
23 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Nokia Leaders Create …..
Nokia Leaders Create an Environment where People make the future of Nokia
Values Based Leadershipcreates commitment andpassion
Fact Based Managementensures direction andefficiency
I n s p i r e
C o l l a b o r a t e
C o a c h
S e t t a r g e t s
E x e c u t e
R e v i e w
24 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Nokia Leaders Create …..
Balance
Personal Growthand Balancethe personal fundamentalsof a successful managerand leader in Nokia
Values Based Leadershipleading according to Nokia values
Fact BasedManagementoperating according toNokia’s operationalprinciples
Balance between leadership, management and personal growth
25 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Leadership Roles
Mobilizing people andimplementing strategy
+ Team Leadership
Inspiring people andorchestrating businessand strategic direction
+ Business Leadership
+ Team Leadership
TeamLeadership
Coaching people andleading teams
Responding to global and complex business environments
BusinessLeadership
+
StrategicLeadership
+
26 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Leadership Competencies
• Mobilizing People• Change Management and
Leadership
• Inspiring People• Continuous Renewal
• Integrity and Humbleness• Openness and
Communication• Diversity• Team Player• Innovation• Learning Agility
Values BasedLeadership
• Strategy Implementation• Managing in a Global and
Complex Environment
• Orchestrating Business and Strategic Direction
• Collaboration
+ Team Leadership + Team Leadership+ Business Leadership
Fact BasedManagement
• Quality Orientation• Decision Making•Valuing Customers
• Trust and Empowerment• Developing Others
• Planning and Organizing
BusinessLeadershipcompetencies
+
StrategicLeadershipcompetencies
+
Nokia Values Basedcompetencies
Common for all Nokia people
+
TeamLeadershipcompetencies
Nokia Management and Leadership competencies
27 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Focus Areas
Nokia Values and culture
Nokia Values BasedLeadership
Nokia Values Basedcompetencies
Professionalcompetencies
PersonalGrowth and
Balance
Nokia Fact BasedManagement
Businessmanagement
Professionalexpertise
Personalcommitmentand passion
People leadership
Self-awarenessand work-Life
balance
28 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Alternative Learning for Individual Development
Nokia Managementand Leadership360 Assessment
• Leader 360
• NMLA
• TeamLeadership 360
• BusinessLeadership 360
• StrategicLeadership 360
Self-DirectedLearning
• E-learning
• Virtual presentations
• Intranet
• Internet
• Books
• Business magazines
Coaching andMentoring
• Coaching
• Mentoring
Nokia developmentprograms andworkshops
External learningopportunities
• Programs
• Courses
• Workshops
• Fairs
• Consulting
On-the-job learningChallenging assignments, Internal transfer, Projects, Job enhancements, Shadowing
Continuous self-reflection
Nokia wide:• Zoom• Focus• Lead Yourself• Coaching for Success• Leadership 2006• Panorama
Learning CenterOfferings
Business specific:• Account Mgmt
Learning Path• Choices• Compass• Connector• MAP• PPM• Meet the Challenge• Senior Mgmt
Learning Path
29 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Management and Leadership 360o
ParticipantFeedbackfacilitatorParticipant
Manager
Colleague
Colleague
Employee*Employee*
Employee*
Colleague
Participant
Manager
Colleague
Employee*
Employee*Colleague
Colleague
Employee*
Feedback for participantthrough web-questionnaire:• Team Leadership 360• Business Leadership 360• Strategic Leadership 360
Individual feedback andcoaching sessionwith a certified feedbackfacilitator based on 360assessment results
Sharing key findings anddiscussing how to improve• with manager and line HR/D• with own team
Employee* = employee having reporting relationship with a participant
Nokia Management and Leadership Assessment 360(NMLA) helps to identify personal strengths
and development areas
30 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Global Management and Leadership Programs
Team Leadershiplearning path
• Self Leadership
• Team Leadershipand People Processes
• Coaching• People Leadership
• Strategy and business• Finance
• Processes, programsand project
• Change leadershipand management
Professionalcompetencies
Assessment
Business Leadershiplearning path
Strategic Leadershiplearning path
Nokia ExecutiveDevelopment (NED)learning path
Leadership 2006Leadership 2006
Lead YourSelfLead YourSelf
Coachingfof SuccessCoaching
fof Success
Zoom
Five modules
Zoom
Five modules
Focus
Three modules
Focus
Three modules
Business specificprogram and modules
Account Mgmt Development Path, Choices, Connector; Compass, MAP,PPM; Senior Mgmt Development Path
Business specificprogram and modules
Account Mgmt Development Path, Choices, Connector; Compass, MAP,PPM; Senior Mgmt Development Path
NokiaExecutive
Development(NED)
NokiaExecutive
Development(NED)
Facing ChangeFacing Change Facilitating changeFacilitating change Meet theChallengeMeet the
Challenge
External learning solutionsExternal learning solutionsOther Learning Centre offeringsOther Learning Centre offerings BrandBrand
DesignerDesignerLeading ScienceLeading Science
Team Leadership 360Team Leadership 360 Business Leadership 360Business Leadership 360 Strategic Leadership 360Strategic Leadership 360
= agreed with manager in IIP = nomination based
31 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Continuous Self Reflection
• What is expected from me?• What kind of leader and
manager do I want to befor my team?
Developmentdiscussion and
PersonalDevelopment
Plan in IIP
Performanceevaluation;
feedback anddiscussionAssessment
process
Alternativelearningsolutions
Professionalcareer
aspirations
Continuousfeedback and
reflection
InductionFeedbackfrom recruitment
and selection
Coaching &mentoring
Self-reflection is a key method to develop your personal way ofleading and managing people and business
32 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
In Conclusion
Professionalcareer
aspirations
Alternativelearningsolutions
Focusedbusiness specific
learningprocesses
• Management andleadershipdevelopmentintegrated withe.g. change processes
• Job rotation• Job stretching• Shadowing• Special assignments• Project participation
• Self-directed learning• E-learning• Internal programs• Selected external
programs
Personalway of
leading and managing
• Competence analysis andpersonal Development Plan in IIP
• 360 Assessment• Coaching• Mentoring• Self-awareness development• Leading Yourself programKey Building Blocks
33 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM
Thank You
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