Assignment On

Organizational Development Intervention Training and development

Submitted by,

Vikas kumar
Reg.no.:-NHLI09PGDM105

Guided by, Mrs.Vandana mam

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 learn through 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 evaluation
Open 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 received recognition 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 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.

Leadership
Strong leadership is vital for the continued success of our company. In 2007, we launched a new leadership model True Nokia Leader alongside our new strategy and values. The True Nokia Leader must bring our values to life and consistently ensure they form relationships based on trust and deliver extraordinary achievement, 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

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 evaluation
Open 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 they received 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 NOKIA

At Nokia employees can participate in a wide range of internal events and training that help raise awareness and develop understanding of environmental issues, both inside 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

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 cases with 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, for example, planting trees with neighboring suppliers, providing environmental education to Nokia Hope Schools in 10 cities in remote areas, and setting up battery recycling bins and environmental posters in Dongguan city center with other associations.