1.

0 Introduction
Nokia Corporation, a Finnish multinational communications corporation that is headquartered in
Keilaniemi, Espoo, a city neighboring Finland's capital Helsinki. It is a public
limited liability company listed on the Helsinki, Frankfurt, and New York stock
exchanges. Nokia is engaged in the manufacturing of mobile devices and in
converging Internet and communications industries, with 128,445 employees in
120 countries, sales in more than 150 countries and global annual revenue of EUR
50.7 billion and operating profit of 5.0 billion as of 2008. (Dhoot, 2012).
Moreover, it is the world's largest manufacturer of mobile telephones: its global device
market share was about 37% in Q1 2009, down from 39% in Q1 2008 and
unchanged from Q4 2008. Furthermore, Nokia produces mobile devices for every
major market segment and protocol, including GSM, CDMA, and W-CDMA
(UMTS). Nokia offers Internet services that enable people to experience music, maps, media,
messaging

and

games. Nokia's

subsidiary

Nokia

Siemens

Networks

produces

telecommunications network equipment, solutions and services. (Dhoot, 2012).

At the end of 2010, Nokia operated 16 manufacturing facilities in Brazil, China, Finland,
Germany, Hungary, India, Mexico, the Republic of Korea and the United Kingdom. Nokias
mission is simple, connecting people. Strategic intend is to build great mobile product.
Moreover, job is to enable billions of people everywhere to get more lifes opportunities through
mobile. (Dhoot, 2012).
2.0 Planning
To meet business objectives and gain an advantage over competitor, organization should carry
out human resource planning. Human recourse planning can be defined as a method of trying to
establish an organizations human power requirements in terms of quantity and quality for a
specified period of time and determining how these requirements might be met. The objective of
effective human power planning for the information technology environment is to maintain the
appropriate critical mass of technical and commercial knowledge, albeit in new roles, and the
forecasting of new skill requirements. ( Westerman & Donogue, 2012).

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Planning is about reducing future uncertainties. Moreover, this is equally important for an
organization and for its employees. Unforeseen IT employees surpluses or shortages can both
badly affect an organizations competitiveness, and be very difficult to rectify. Similarly, the
future of employees should not be a matter of random guesswork, or decided suddenly in
reaction to some crisis. Few major changes in a companys IT operations take place overnight
and cannot to some extent be anticipated, even in a volatile environment. ( Westerman &
Donogue, 2012).
Moreover, IT human power as well as marketing, production and finance are taken into account
when future corporate developments are discussed. There have been occasions when an
important commercial project has had to be abandoned, relocated or adapted significantly
because IT labor requirements cannot be met. Therefore, planning is very important case in the
area of Information Technology Company like Nokia. ( Westerman and Donogue, 2012).
2.1 Stages and Steps of Planning
There are three stages of human resource planning processes that consist of forecasting, goal
setting and strategic planning, and program implementation and evolution. The first stage of
human resource planning processes is forecasting. Forecasting is the attempts to determine the
supply and demand for various types of human resource to predict areas within the organization
where there will be labor shortages or surpluses. (Noe, et al. 2011) Forecasting should consider
the past and the present requirements as well as future organizational directions.
(Sarkissian,2012) There are three major steps to forecasting and they are forecasting the demand
for labor, determining labor supply, and determining labor surplus or shortage.
The first step of forecasting, which forecasting the demand for labor is usually an organization
forecasts the demand for specific job categories or skill areas. Then the planners need to
investigate the demand after finishing the job categories analysis. Moreover, they also need to
forecast whether the need for people will increase or decrease. There are two types of methods
that can forecast the demand for labor; trend analysis which construct and apply statistical
models to predict labor demand for the next year by using relatively objective statistic from the
previous year. Another method is leading indicators: objectives measures accurately predict
future labor demand.
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Determining labor supply which is the second step of planning process determine the internal
labor supply and analyses future retirements, promotions, transfers, voluntary turnover and
terminations by using transitional matrix method. The final step is that determining expected
shortages and surpluses allows the organization to plan how to address these challenges.
A goal is something you want to achieve, a desire and the strategic plan is an outline of what you
think is the best way to attain the goal. (Walker, 2012). Goal setting and strategic planning,
which is the second stage of human resource, is to focus attention on the problems and provide a
basis for measuring the organizations success in addressing labor shortages and surpluses.
Moreover, the goal must come from the analysis of supply and demand employees for HR
planning. Then, the organization will choose one or more HR strategies for each goal because
there are a variety of strategies that can be available for handling expected shortages and
surpluses of labor. Furthermore, this stage of planning is very critical because the option differ
widely in their expense, speed, and effectiveness. (Noe, et al. 2011).

The final stage is program implementation and evolution. When implementing the HR strategy,
the organization must hold some individual accountable for achieving the goals. That person
must also have the authority and resources needed to accomplish those goals. Moreover, this
person needs to issue regular progress reports. Then the evolution of results should not only look
at the actual numbers, but should also identify which parts of the planning process contributed to
success or failure. (Noe, et al. 2011). For Nokia, human resource planning is one of the most
important for IT business. IT environment like Nokia has many competitors and employees can
change according to their ability. Planning can implement shortages or surpluses of employees.
2.2 Benefit of human resource planning
Planning begins with determination of objectives. It helps in focusing the attention of employees
on the objectives or goals of enterprise. HR planning can minimize uncertainties. Therefore,
planning brings order and rationality into the organization. (Management Study Guide, 2012).

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3.0 Recruiting
Recruiting is an activity that is carried on by the organization with the primary purpose of
identifying and attracting potential employees. For human resource management, recruitment is
to build a supply of potential new hires that the organization can draw on if the need arises.
Moreover, the goal of recruiting is encouraging qualified people to apply for jobs.
3.1 Stages and steps of recruiting
There are three aspects of recruiting; personnel policies, recruitment sources and recruitment
traits and behaviors. Personnel policies which is from company side have several policies to
recruitment are internal versus, lead the market pay strategies, employment at will policies and
image advertising.
For the recruitment sources, there are two types; internal sources and external sources. Job
posing, that is the process of communicating information about a job vacancy, is a kind of
internal sources. For example, we put the job requirement on company bulletin boards or
company internet blog that is only staffs can see. Moreover, there are some advantages of
internal sources because the applicants are already known about the organization and have the
knowledge of the organizations vacancies. Another recruitment source is external sources
because sometimes the organization has no internal recruit from which to draw or sometimes,
outside employees may expose the organization to new ideas or new ways of doing business.
Then, there have several recruitment ways like direct applicants that the employees can apply
even the organization has no vacancy but the organization will recruit when they have vacancies,
referrals that employees are introduced by internal one, advertisements in newspaper and
magazines and electronic recruiting. Moreover, sometimes we can recruit employees with public
employment agencies, private employment agencies and make announcement on college and
university billboard.
Recruiter traits and behaviors are matching of vacancy characteristics and applicant
characteristics. The recruiter affects the nature of both the job vacancy and the applicants
generated. Most organizations must choose whether their recruiters are specialists in their fields
or are experts at particular job. (Noe, et al. 2011).

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For Nokia Company, you can search for jobs through the link on the career page. Then submit
your application online as per the instruction at the site. From your application, company will
review your skills and qualifications. If a strong match is found between your qualification and
the requirements, someone from Nokia will contact you. Identifying and hiring the best talent is
a key objective for Nokia. (Dhoot, 2012).
3.2 Benefits of recruiting
For each business, recruiting is one of the important processes of human resource management.
Furthermore, recruiting right and qualified employees can improve your technology and compete
with other organization for IT environment. Recruiting can give talent and commitment of all of
employees. Nokia believes in diversity and inclusion in the workplace brings competitive
advantage.
4.0 Training and Development
For one and each organization, training and development process is also main process of human
resource management. Training is the programs for employees that are supported by
organizations to upgrade employees acquire job-related knowledge, skills, abilities, and
behaviors, with the goal of applying these on the job. Then, employees development the
combination of formal education, job experiences, relationships, and assessment of personality
and abilities to help employees prepare for the future of their careers. Moreover, development is
preparing for change in the form of new jobs, new responsibilities, or new requirements.
4.1 Stages and steps of training and development
For training, most of HR professionals use instructional design training that is a process of
systematically developing training to meet the specified needs. There are five stages of
instructional design training. The first stage is assessment needs for training that is the process of
evaluating the organization, individual employees, and employees tasks to determine what kind
of training are necessary. Organization analysis, person analysis and task analysis are methods of
employees characteristics and positive work environment that permit training. The third stage,
planning the training program, has three steps that begin with effective training objective,
trainers and methods. For the final steps, there are several methods like on-job-training, team
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training, computer-based training, business games and case studies, action learning and so on.
Then another fourth stage is implementing the training program. In this stage, employees need to
demonstrate and practice what they have learned and trainer need to understand whether they
success or not. Measures of training success are the final stage of training. Organization must be
sure whether they meet their training objective after the training program.
Employees development has four approaches. The first approach to develop the employees that
is formal education is like workshops, short courses, lectures and so on. Assessments, the second
one , has two tools; performance appraisal system that must tell employees specifically about
their performance problems and ways to improve their performance and 360-degree feedback is
that individual review the results, seeks clarification from the raters. Another third approach, job
experience, includes job assignments, interpersonal relationships and types of transitions.
Interpersonal relationships, the last approach, are that employees can also develop skills and
increase their knowledge about the organization, for example mentoring and coaching.
Nokia operates the 70-20-10 approach to train the employees. They are on-the-job learning
(70%), mentoring and individual coaching (20%) and classroom training and e-learning (10%).
Then, they try to be active participation by trying new roles. Nokia aims to develop a broad
range of skills for the workplace, as well as the competencies specific to their role and focus on
performance evaluation and leadership. (Dhoot, 2012).
4.2 Benefits of training and development
Training and development can be a link to connect with the organizational needs and employees
abilities. Moreover, there are several benefits of training and development. That are preparing
employees for the future position, being able the organization to respond to change, reducing
turnover, enhancing worker safety and improving customer service and product design.
5.0 Conclusion
Human resource management process like planning, recruiting, and training and development are
also important for IT companies, especially our Nokia. Technology is always changing with time.
Planning for HR is first steps to meet our goals that are for long-time. Then, if we need
employees, recruiting process will follow planning process to avoid the employees shortages.
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For exiting employees and new employees, training and development is essential because any
country will not upgrade their new goals if they do not have training and development. For
Nokia, if we do those kinds of HR process, in the next five year, we can improve our
technologies better and better and will get the best image within the competitors.

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6.0 References
Westerman,J., Donogue,P.(1989): Managing The Human Resource, Hertfordshire: Prentice Hall
International (UK) LTD.
Noe,R.A. , Hollenbeck,J.R. ,Gerhart,B. ,Wright,P.M. (2011) : Fundamentals of Human Resource
Management, global edition, New York : Mc Graw Hill / Irwin.
Dhoot, N.2012. International HR process- Nokia. Scribd, Available at:
http://www.scribd.com/doc/18663497/The-HR-techniques-used-by-Nokia-in-the-world-ofGlocalization [Accessed 26 Dec. 2012].
Sarkissian,A. 2012. Steps in the Human Resource Planning Process. eHow money, Available at:
http://www.ehow.com/how-does_5135285_steps-human-resource-planning-process.html
[Accessed 26 Dec. 2012].
Walker,S. 2012. Goal setting and strategic planning. Motivation Matters, Available at:
http://motivationmatters.wordpress.com/2012/02/27/goal-setting-and-strategic-planning-bystephen-walker-of-motivation-matters/ [Accessed 26 Dec. 2012].
Management Study Guide.2012. Advantages of planning. Available at:
http://www.managementstudyguide.com/planning_advantages.htm [Accessed 26 Dec. 2012].

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