Nokia Hrm Practices
Question 1: Nokia applies specific HRM practices that focus on attracting and retaining good employees. Discuss the significance of this strategic approach to talent management that is adopted by Nokia making them a leader in the mobile phone and telecommunications industry.
1.0 Introduction
Global competitiveness seems to be the biggest challenge that most businesses and organisations are facing in the field of management nowadays. Emphasis today is more on strategic human resource management. Success is most likely if personnel policies and procedures are in line with corporate objectives.
The aim of Human Resource Management is “to ensure that the organization is able to achieve success through people.” (Armstrong, 2001:4). According to Lamb and McKee (2005:8), “Everyone, individuals and the organisation, will get the most from an enterprise when all commit as much human and hard capital to the endeavour as they can.... Satisfied employees care more about customer satisfaction, cooperate more with each other, and apply more effort.”
HRM practices have fully integrated Nokia’s concept to attract and retain good employees. The strategic approach to talent management has been inevitably a crucial aspect that made Nokia to be one of the leaders in the mobile and telecommunications industry. 1.1 HRM Practices
According to Noe et al (2008:9) strategic Human Resource Management can be thought of as “the pattern of planned human resource deployments and activities to enable an organisation to achieve its goals”. HRM practices include recruitment and selection, training and development, performance appraisal and feedback, compensation and employee relations.
Nokia Human Resource practices are in constant alignment with the business goals. The company’s recruitment strategy is not based only on skills and knowledge of postulants but diversity management and the inclusion of minorities are also key issues.
Nokia organised its training and
1.0 Introduction
Global competitiveness seems to be the biggest challenge that most businesses and organisations are facing in the field of management nowadays. Emphasis today is more on strategic human resource management. Success is most likely if personnel policies and procedures are in line with corporate objectives.
The aim of Human Resource Management is “to ensure that the organization is able to achieve success through people.” (Armstrong, 2001:4). According to Lamb and McKee (2005:8), “Everyone, individuals and the organisation, will get the most from an enterprise when all commit as much human and hard capital to the endeavour as they can.... Satisfied employees care more about customer satisfaction, cooperate more with each other, and apply more effort.”
HRM practices have fully integrated Nokia’s concept to attract and retain good employees. The strategic approach to talent management has been inevitably a crucial aspect that made Nokia to be one of the leaders in the mobile and telecommunications industry. 1.1 HRM Practices
According to Noe et al (2008:9) strategic Human Resource Management can be thought of as “the pattern of planned human resource deployments and activities to enable an organisation to achieve its goals”. HRM practices include recruitment and selection, training and development, performance appraisal and feedback, compensation and employee relations.
Nokia Human Resource practices are in constant alignment with the business goals. The company’s recruitment strategy is not based only on skills and knowledge of postulants but diversity management and the inclusion of minorities are also key issues.
Nokia organised its training and