A Short Description of Nokia Headquartered in Finland, Nokia is a broad-scope telecommunications company supplying mobile phones, mobile and fixed

telecommunications networks, data communications solutions, multimedia terminals and computer monitors. With sales in 130 countries, net sales totaled FIM 52.6 billion ($9.8 billion) in 1997. Nokia, listed on NYSE (NOK.A), employs more than 41,000 people worldwide. The Starting Scenario Nokia has rapidly moved from functionally oriented organisation to a business process oriented mode, and our information systems have not followed the change as fast as they should. To fill the gap, IM organisation must learn and implement working methods which enable the creation of business process oriented information systems. To satisfy these business needs, Nokia has introduced a new development approach for information systems development. These processes have been created and tested during the SPI. Human Resources The following excerpt is from Nokia Supplier Requirements, defining our expectations for Human Resources. Workforce Planning And Recruiting

Supplier shall have a system to ensure the availability of workforce for current and future business needs, in a sustainable and ethical manner, at both organizational and unit level. Resource Planning Resources need to be available to meet both current and future business needs according to company strategy. Resource planning shall be conducted at both organizational / global and unit / local levels. In particular, underage workers or false apprenticeship schemes must not be used. Recruiting And Exit Procedures Supplier shall ensure that competent and eligible individuals are recruited and appointed to open positions, according to competence, with equal opportunity and on a voluntary basis. Supplier shall check the eligibility of candidates and that they exceed the minimum legal age of employment. Upon employment, individuals shall be provided with a work contract /agreement /offer letter, basic induction training and not be required to give financial deposits or original identity documents. Forced labor must not be used. Employees shall be free to leave the company after giving reasonable notice. Supplier shall ensure that exit procedures are compliant with local legislation, international labor standards and applicable collective agreements. Non-Disclosure And Confidentiality Agreements Supplier shall ensure that employees working with Nokia products or projects or having access to Nokia specific knowledge, information or data, or to Nokia facilities, have signed a Non-Disclosure Agreement (NDA). Supplier shall ensure that the employees fully understand its practical implications. Occupational Health And Safety Protection

Supplier shall ensure that physical and mental working conditions allow employees to perform their tasks safely and efficiently. Supplier shall have procedures for identifying, minimizing and preventing hazards. They shall be implemented as, for example, safety instructions, work procedures, preventive maintenance, employee training, identification of potential hazards and appropriate safety devices, personal protective equipment and clothing, hearing protectors, chemical control or machine safeguarding. Supplier shall nominate and train persons responsible for the occupational health of employees. Supplier shall have specific procedures in place for employees under the age of 18 (young workers). Supplier shall assume responsibility for the occupational health of employees working off-site (e.g., at customer premises). Occupational Health And Safety Response Supplier shall have occupational health and safety procedures to prepare for and respond to emergency situations involving occupational health and safety risks. Supplier shall record and investigate emergency situations. Management shall encourage employees to report accidents and take action upon these records and reports. Employee Amenities Supplier shall ensure that employees are provided with access to potable water and clean toilet facilities. Canteen facilities and food preparation areas shall be clean and safe, and food shall be provided at reasonable cost. Employee dormitories shall be clean, safe (equipped with, e.g., fire extinguishers and exits), adequately ventilated and/or heated, shall provide reasonable personal space and shall be provided at reasonable cost.

Competence Analysis Supplier should periodically conduct competence analyses to identify the knowledge and skills/competences required to perform the organizations business activities according to short- and long-term strategic goals. Competence Development Supplier shall ensure that employees, at all levels and with equal opportunity, have the education, training and competence they need for their positions and tasks. Supplier shall develop training plans based on competence analyses and implement them to enhance and develop workforce capabilities. Supplier shall maintain a training register, detailing the training employees have received. Nokia specific training and certification Supplier shall ensure, on request, that personnel allocated to Nokia work have the necessary training on Nokia policies, products, processes and guidelines and, if needed, have necessary licenses and certificates. Supplier shall ensure such licenses and certificates are valid in terms of time and scope. Supplier, providing services at Nokia facilities, including (Nokia's) customer sites, shall ensure that its personnel act in accordance with Nokia values and Code of Conduct. Working Time And Time Off Supplier shall ensure that employees can perform assigned tasks efficiently without exceeding the maximum working hours as defined by local labor laws or applicable collective agreements. Supplier shall ensure that employees have at least one day off per seven-day week, and that overtime work is voluntary. Holidays (e.g., public holidays) and leaves of absence (e.g., medical or parental) shall comply with local labor laws or applicable collective agreements.

Compensation And Benefits Supplier shall provide all employees (permanent, temporary, apprentices and contract workers) with fair compensation (wages /salaries) meeting or exceeding local legal and industry minimum standards, for regular as well as overtime work. Supplier shall also provide employees with benefits to reward contributions, skills and behavior considered vital to success. Compensation and benefits shall be aligned with relevant company policies. Fair Treatment Supplier shall ensure that employees at its facilities are treated with respect and dignity, equal opportunity and are safe from abuse, harassment or bullying of any kind (e.g., physical, verbal, mental, sexual, racial, cultural, age or disability related). Supplier shall ensure company rules / guidelines are communicated to employees. Supplier shall ensure that disciplinary procedures prohibit physical punishment and do not support financial deductions, or the threat thereof. Performance Management Supplier should have a system to manage employee performance. Supplier should ensure individual objectives are derived from company strategy and policies. Supplier should ensure performance is evaluated fairly and objectively, against defined criteria and on a periodic basis, to identify ways to improve performance. Communication And Coordination Supplier shall ensure that information relevant to employees (about, e.g., business activities, changes and results) is communicated across the organization. Supplier shall ensure employees can share such information fast enough to be able to align their activities efficiently. Supplier shall respect the right of all employees to form and join trade unions of their choice and to bargain collectively, and in cases this is

restricted by law, facilitate parallel means to ensure that individuals or groups are able to raise concerns to the attention of the management. Employee Satisfaction Supplier should have the means to evaluate and improve employee satisfaction. A company of substantial size (i.e. headcount exceeding 100) should have an employee satisfaction program based on employee opinion surveys and should take action based on the results of the program. Feedback And Complaint Channels Supplier shall have a system through which employees can give feedback or complain about unethical conduct, unfair treatment or practices, violation of company values, policies and procedures, or improvement ideas and suggestions. Management shall, when appropriate, act upon this feedback and handle it confidentially and anonymously. Management shall ensure that there are no adverse consequences as a result of giving feedback. Training And Development

They want employees to be able to develop at Nokia, both personally and professionally. They offer an integrated package of classroom training, on-the-job learning, individual coaching, and mentoring. They encourage people to learn through active participation by trying new roles at Nokia.

They provide a variety of mandatory and voluntary training opportunities for our employees to help them develop a broad range of skills for the workplace, as well as the competencies specific to their role. They offer thousands of internal training options, as well as many external training opportunities. To match local needs, training may be tailored and may also be available in local languages. They operate the 70-20-10 approach to training, where 70 percent of training is on-the-job learning (projects, assignments, and international transfers). Mentoring and coaching accounts for 20 percent, while only 10 percent of employee learning and development comes from traditional classroom training or e-learning. They encourage e-learning opportunities where possible as these are environmentally preferable and cost efficient. Performance Evaluation Open dialogue about performance and opportunities for development helps to motivate our employees. They encourage managers to coach employees continually as well as having at least one formal personal development discussion every year. Our 2009 employee survey showed that 71 percent of those surveyed felt that their manager helped them know what is expected of them, 61 percent said that they received regular feedback from their manager to improve their performance and 62 percent indicated they understand how their performance is evaluated. They understand that praise is an important motivator and want to create a culture where team members recognize achievement and help each other perform well. In 2007, 762 people at our factory in Dongguan, China, participated in a competition designed to encourage employees to take pride in their skills by performing a range of production tasks to a high standard in the shortest time.

Rewarding Performance

Nokia rewards employees competitively through a global reward framework designed to recognize individual contribution and achievement. Levels of compensation are determined by local labor markets and take into account both individual and company performance. Our reward programs including bonuses recognize performance based on individual, team and company results. They introduced changes to our incentive plans in 2007 to make the plans simpler, more consistent and able to deliver equal or higher payouts if target performance or above is achieved. A wide number of employees are eligible to join our equity programs, based on rewarding performance and retaining top employees. Our broad-based equity compensation programs include stock options and performance shares. Both are linked to the companys performance over a number of years. They communicate with employees about the effect of business results on their incentives after each quarterly announcement, through articles and video messages on our intranet news channel, the News Hub. They also communicate through quarterly letters, blogs, webcasts and face-to-face meetings. In addition, information is available on the Know Your Business section of our intranet.

Training Training has been divided in three main parts based on the targets of the PIE: the focus areas were process thinking, IM methodology and the tool . Process thinking and development principles were introduced to the team at the beginning of the project, when the focus was on process descriptions. The IM methodology principles were introduced to the management when the first draft versions of the descriptions were available with purpose to show some early results. The pilot project teams were trained as a part of the project training in order to learn a common methodology and language during the development work. Aris toolset training was given to the PIE team when the tool selection process was over in order to enable the tailoring of the tool.

Search for jobs through the link on the Careers page. Submit your application online as per the instructions at the site. From your application, they 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 you are not contacted within a 2-4 week period, it is likely that they are pursuing other candidates.

Identifying and hiring the best talent is a key objective for Nokia. Your resume will be maintained in our resume database, should your skills and qualifications present a strong match to future positions.

The selection process will consist of multiple rounds of phone interviews and onsite interviews with hiring managers, peers and the human resources team.

OPQ (Occupational Personality Questionnaire) assessment, background verification and reference checks also form part of the process in taking a final decision on the candidature.

A member of our resourcing team at Human Resources will be in touch with you through the above process to keep you updated on the status, both at interim and final stages. Nokia Recruitment Freshers Management selection procedure

* Introduction: According to Nokia:- They look at fresh young talent from premier B-school Campuses every year for final placements in Nokia. Some of the campuses they have visited in the past are ISB Hyderabad, IIM Ahmedabad, IIM Calcutta, IIM Lucknow, XLRI Jamshedpur and TISS Mumbai. Students have been recruited in the areas of Sales, Marketing and Human Resources functions. * Functions and Campuses Visited: Nokia, over the years, have recruited management trainees for Sales and Marketing as well as HR functions. They take interns from a few premier institutes like IIM- A, IIM-C, IIM-L, XLRIJamshedpur and TISS, Mumbai. * Timelines: The pre-placement talks/presentations are held from January to February. Senior business and HR managers visit the campuses and help students understand the opportunities that Nokia offers. The recruitments happen during February and March. * Selection Process: After the pre-placement talk, the interested students are asked to apply by submitting their CVs. Based on the overall personality of the students, a shortlist is announced. The selection process consists of a group discussion

(optional) and two to three rounds of personal interviews.

Salient aspects of Management Trainee Program at Nokia:

1. Structured on-boarding 15 days Business Induction at HO (inclusive of market visit) common to all Management Trainees. 2. Management Trainee Program: As employees they believe the Nokia experience to be a journey of self discovery and learning while you explore your future growth options. The Management Trainee (MT) programme would enable our fresh MBAs the opportunity to learn and explore careers in an environment thats ripe with action and adventure. The program has a rigorous and comprehensive design to enable each Management Trainee the opportunity to learn on the job with regular feedback and one-on-one coaching so that the MT learns from every experience. Business Induction All MTs undergo a 3 week induction at HO wherein they are given exposure to the business, markets, factory and R&D units. Stints Sales and Marketing: This 52 week rigorous program combines a series of cross functional stints across the various Sales and Marketing functions within Nokia and encompasses the following stints/rotations: * 6 months of ASM (Sales) Stint * 3 months of Marketing exposure * 1.5 months of Organised Trade stint * 1.5 months of Retail stint HR MT Program This program ensures that an MT undergoes on the job learning by the independent

handling of a role, gaining business understanding through a sales stint, building global networks through global induction and projects to be followed by a global role. 3. Management Interactions/Support Mechanism:Each intern is provided with a tutor, guide, mentor and buddy for the duration of his internship Guide He/she sets the overall direction to the project and takes complete ownership of the project. Mentor This is an IMT member who would be the head of the function. The mentor is a wise and trusted friend, counselor or teacher. Buddy Buddy is a support system that helps an MT begin his/her career more smoothly. He is a vital touch point for the MT throughout his first year at Nokia. 4. Learning Objectives: The Nokia India Management Trainee Program emphasises on the importance of learning in the initial years of a Management Trainees career and is designed to provide specific inputs to build business and functional competence and an understanding of the Nokia Ways of Working, Values and Culture. 5. Feedback Mechanism: Regular feedback is taken both from the guide/tutor as well as the Management Trainee. The issues and concerns are resolved at the earliest.

Nokia ways and values: Nokia has defined values that provide a sense of direction to our behavior as employees and citizens of the world. The values were created in workshops Nokia Way Cafes with 2500 Nokia employees participating in person and they reflect Nokia's business and organisational environment. Our values are the foundation of our culture and the basis of our operational mode. Living them every day is our shared philosophy. Nokia values make us different and provide a sense

of direction for employees around the world, and in our quest to become more of an internet company. Nokia values guide our behavior with all stakeholders, employees, customers, consumers and partners.

Engaging You For us Engaging you incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Achieving Together Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. Passion for Innovation Passion for innovation is based on a desire they have to live our dreams, to find our courage and make the leap into the future through innovation in technology, ways of working and through understanding the world around us.

Very Human Being Very Human encompasses what they offer customers, how they do business and the impact of our actions and behavior on people and the environment. It is about being very human in the world - making things simple, respecting and caring. In short, our desire is to be a very human company. To reward and to recognise publicly the behaviors that reinforce the Nokia values they have the PAVErs Club wherein any employee across the organisation can recommend any other employee for a display of Nokia values that he feels should be replicated across the organisation.

Number of employees in India (Dec 2008) approx. 9000, excluding Nokia Siemens Networks.

Nokia has a distinctive management and leadership approach based on the Nokia Way.

This creates commitment, passion and inspiration through collaboration and coaching, and ensures focus and efficiency by setting targets, fulfilling goals and reviewing results.

They encourage open discussion and debate. As an example, the annual globally conductedListening to Youemployee survey is a powerful way of getting feedback from our employees on a range of important issues. They listen to the views of our employees and act on them when designing our people policies and practices.

Another example is the"Ask HR"feedback channel on our human resources intranet.There, every employee can comment or ask questions about our people

practices and processes, even anonymously, and receive a prompt and openly published response

They are focusing on developing ways of working to engage our employees in creating a world where everyone can be connected. They want to create, but also live in that world in our daily working life. In our truly global company, teams are often virtual and the working environment is fast. They support our employees with flexible working solutions that enable accessing information and connecting when and where it makes most sense; that increases freedom of choice about how, when and where to work; supports collaboration and helps our employees to have control of their working life and improve balance between work content and personal interests.

Nokia has one global performance management process which is called Investing in People. Internal Job Market is the name for the interface, which enables internal mobility of Nokia employees. Any requirement or vacancy is posted first to the internal employees and then to external candidates.

Learning Market Place is an application on our intranet that enables one to access various e-learning topics and also enroll several training and workshops.

International exposure is given as and when it is required for the professional development Education Assistance Plan supports employees in short term and long term courses to help them grow in their work and role.

Nokia provides employees with market competitive rewards through a flexible global structure.It addresses diverse and changing business and employment environments, as well as specific individual preferences.Compensation package consists of: Basic pay, equity bonuses and incentives Health and welfare benefits Vacation and time off

Nokia rewards employees for good performance, competence development, and for overall company success.Higher performance and contribution lead to higher rewards.

Nokia rewards employees based on both their individual performance and company performance.Nokias incentive plans are linked to overall IIP process and personal objectives (Short Term Incentive Plan (STIP), Production Incentive Plan, Sales Incentive Plan,R&D Program Incentive Plan and the Short Term Bonus Plan. Benefits like: 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 Crche support References: http://www.nokia.com/corporate-responsibility/supply-chain/nokia-supplierrequirements/human-resources