Nokia is a Finnish multinational telecommunications, information technology, and consumer electronics company that has a long and storied history. In recent years, the company has undergone significant changes, including the sale of its mobile phone business to Microsoft in 2014. Despite these challenges, Nokia has continued to innovate and adapt, and its human resources (HR) strategy has played a key role in this process.
One of the key aspects of Nokia's HR strategy is its focus on talent management. The company recognizes that its success is directly tied to the skills and expertise of its employees, and it has invested heavily in training and development programs to ensure that its workforce has the necessary skills to meet the demands of the market. This includes both technical training, as well as leadership development and other soft skills.
Another key aspect of Nokia's HR strategy is its commitment to diversity and inclusion. The company has a strong record of promoting diversity in its hiring and promotion practices, and it has worked to create a culture that is inclusive and welcoming to all. This includes initiatives such as flexible work arrangements, employee resource groups, and training programs focused on diversity and inclusion.
Nokia's HR strategy also places a strong emphasis on employee engagement. The company recognizes that engaged employees are more productive and more likely to stay with the company, and it has implemented a number of programs and initiatives to foster a sense of engagement among its employees. This includes things like regular performance evaluations, career development opportunities, and a focus on work-life balance.
Overall, Nokia's HR strategy is focused on attracting, retaining, and developing top talent, and on creating a culture that is inclusive and supportive of all employees. Through these efforts, the company has been able to maintain its position as a leader in the telecommunications and technology industries, and to continue to innovate and adapt in an increasingly competitive market.
Nokia Human Resource Management (HRM)
Are they aware of their challenges? In terms of economic factors, businesses will be required to consider the effects of the emerging markets on the practices of human resource. It is one of the factors that determine the direction a business takes and therefore a key driver to the success of any business. If it can create human resource management systems that fit the new organization designs that are appearing, the function can not only survive, it can thrive because it will make a major contribution to organizational effectiveness. In these situations Human Resource played a vital role. Profit increasing: Every company is profit oriented. Some 170,000 staff own shares or are members of share schemes, and there is discounted dental, health and life insurance on offer.
There is a division of work, the boss is the planner, the other are the doer. These have been the forces that have shaped the approach of employees to work and it is the force that is still shaping future workplaces. There is also the view that suggests that self employment that has experienced exponential growth in the recent past and the increased use of contracts will give human resource functions an opportunity to working conditions that are different from the conventional ones. There is also a shift to collaborative consumption which has led to the sharing of most of resources, which is preferred over buying them. Works Cited Gitman J. In this environment Nooks as the world biggest mobile phone manufacturer is responsible for almost 59,000 employees and millions of customers. With the world economy facing various challenges that include prevention of any future financial crises, recessions in the short term and balancing long term fiscal policies, consumer confidence on businesses may be hampered Stolle, 2006: 416.
So, Tesco started scrapping conventional, hierarchical organizational structures in favour of compliment, decentralized management systems. Conclusion Organizations will be faced by a challenging workforce environment in future due to forces currently in operation which eventually will change the way business operate. Evan 2002 suggests that there are three approaches to achieving this aim: centralization, coordination and decentralization. Before this change most of its exports went to Europe, Nordic countries and the Soviet Union. That was driven by its early investments in GSM technology.
