rome wasn’t built in a day – but its success was ......success was engineered through...

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


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.


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….


So why the title?

Rome Wasn’t Built in a DayBut its Success was Engineered

Through Exceptional Management


Roman Architecture


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


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


IIP Process

NokiaValues

ClearLinkage


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


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


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.


Sample Job Profile


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


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


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


Learning Methods

70%Developmental experiences

Undertaking developmental jobs/projects or assignments (“on-the-job learning”).


Learning Methods

20%Self Awareness

Understanding our strengths, weaknesses development needs and focus areas


Learning Methods

10%Acquiring Knowledge

Through classroom training or e-learning


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


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


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


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


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


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


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

+


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


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


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


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


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


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


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


Thank You

rome wasn’t built in a day – but its success was ......success was engineered through...

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