- Industry: Telecommunications
- Size: 93,000
- Region: Global/Finland
From its beginnings as a single paper mill operation 155 years ago, Nokia has evolved to meet the needs of ever-changing societies: first manufacturing paper products, cable, rubber boots, and tires before moving into electronics, including televisions. By the turn of the century, Nokia had become fully immersed in the production of powerful electronic devices; today their offering is focused on supplying network operators and enterprises with cutting edge communication infrastructure, such as 5G. With a focus on creating technology that helps the world act together in times of constant change, Nokia delivers critical solutions that address global challenges.
Workforce capabilities must adjust with changing business needs
At the start of the 2020s the evolving digital environment, coupled with dramatic shifts in customer demands, called for a renewed corporate-level workforce strategy for Nokia. As expressed through their “Vision of 2025,” Nokia recognized that “what got us there in the past won’t get us there in the future” and that its approach to talent management needed to evolve for the company to maintain its traditional high level of business agility. There was a particular focus on the sales organization, as a main business driver: Nokia needed to find a way to bring the new vision to life and identify, in a reliable way, where each salesperson would stand against new expectations. They understood that a one-size-fits-all approach to people development, irrespective of skill level, was no longer efficient, and neither was “on-demand” training, whereby only the squeaky wheel gets the grease.
Employee participation rate in SHL’s voluntary assessments across all Nokia sales regions, validating the new approach
Systematic, data driven upskilling and reskilling: “You can’t manage what you can’t measure”
I‘m extremely proud of the team at Nokia and SHL for a solution that helps us identify and make better use of our full talent potential. And this even allows us to focus people development efforts where they matter most and save up to 30% of related costs!
Director, Head of Sales Capability Development Programs
Ensuring the right capabilities in the right place at the right time —generating high value to the company and individuals
Leveraging the combined power of the OPQ and the self-assessment provided transparency to company stakeholders, delivering insights into macro-level, division, team, and individual capabilities. As a result, SHL’s assessments and the resulting very focused upskill measures are now being utilized in every Nokia sales region. Across Nokia, employee participation rates in these voluntary assessments are higher than 95%. A post-program survey confirmed that participants recognized the quality of the reports and found value in the coaching offerings. Data continues to come in from this relatively new program at Nokia, but the company can already analyze the impact of skills on distinct key performance indicators. Skills data from the self-evaluation, coupled with skill potential revealed by the OPQ, gives Nokia insights into employees’ potential performance, and the customized development tips provide an actionable, immediate impact across Nokia’s global sales workforce. Here at SHL, we’re proud of helping this global telecom leader take capability development to the next level, and we’re looking forward to helping them continue to up their game in the years ahead.
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