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8/4/2019 O D Assignment Vikas Kumar
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AssignmentOn
Organizational DevelopmentIntervention
Training and developmentSubmitted by,
Vikas kumarReg.no.:-NHLI09PGDM105
Guided by,
Mrs.Vandana mam
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Training and development at NOKIA
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. We encourage people to learnthrough active participation by trying new roles at Nokia.
During 2007, we spent approximately EUR 70 million on employee training for
Nokia employees (excluding Nokia Siemens Networks as of 1st April).
Performance evaluationOpen dialogue about performance and opportunities for development helps to
motivate our employees. We encourage managers to coach employees continually
as well as having at least one formal personal development discussion every year.
Our 2006 employee survey showed 42% of those surveyed had not receivedrecognition or praise from their supervisor recently and less than half said
constructive feedback was a significant element of performance evaluation. In
response to this feedback, we have introduced a new performance evaluation tool
designed to help employees understand their assessment better and give them clear
ideas about how to improve. It encourages managers to give specific examples of
good performance, and explain clearly how areas for improvement are identified.
This has resulted in a 5% increase in employees indicating that they receive
ongoing feedback which helps to improve their performance.
We understand that praise is an important motivator and want to create a culturewhere 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.
LeadershipStrong leadership is vital for the continued success of our company. In 2007, we
launched a new leadership model True Nokia Leader alongside our newstrategy and values. The True Nokia Leader must bring our values to life and
consistently ensure they form relationships based on trust and deliver extraordinaryachievement, growth and development for individuals, teams and our business. The
model will guide our leadership development activities and the performance
evaluations of managers and leaders.
In 2007, Nokia was named number one company in Europe and number three in
the world in a Top Companies for Leaders study conducted by human resources
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company Hewitt Associates, in partnership with Fortune magazine. The study
examines how organizations identify and develop future leadership capability and
analyzes the links between leadership practices and organizational performance.
Labour practices:-
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. We 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. We 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. We
encourage e-learning opportunities where possible as these are environmentally
preferable and cost efficient..
Performance evaluationOpen dialogue about performance and opportunities for development helps to
motivate our employees. We 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 theyreceived regular feedback from their manager to improve their performance and 62
percent indicated they understand how their performance is evaluated.
We 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.
Environmental Management training at NOKIAAt Nokia employees can participate in a wide range of internal events and training
that help raise awareness and develop understanding of environmental issues, bothinside and outside the company.
A series of environmental virtual information sessions covering a wide range of
topics related to Nokias environmental work are organized as online
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teleconferences, making it possible to join from anywhere in the word. Presented
by both internal and external experts, nine environmental virtual information
sessions were held in 2007.
Many of Nokia's regular management training programs include environmental
issues. In addition, there are management training workshops on business caseswith an environmental focus, and seminars covering relevant and topical
environmental issues are arranged with WWF, the global conservation
organization, as part of the Nokia/WWF partnership.
here are many environmental awareness programs running in Nokia factories. One
of the largest is the Nokia Environmental Ambassadors Club in China which has
attracted over 1000 Nokia employees to work for environment in their spare time.
More than 5400 hours have been contributed by the clubs volunteers in 2007, forexample, planting trees with neighboring suppliers, providing environmental
education to Nokia Hope Schools in 10 cities in remote areas, and setting upbattery recycling bins and environmental posters in Dongguan city center with
other associations.
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