Reinventing the connected world through career management

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Nokia Siemens Networks:
Reinventing the connected world
through career management
Irvandi Ferizal- Human Resources Head, SR-Indonesia
Irvandi Ferizal
• More than 19 years in HR Management
• Industrial & Organizational Psychologist
• Now : Head of HR Nokia Siemens Networks
• 12 years, as HR Director TNT Indonesia
• Training & Development Manager Kalbe Farma; as first career
• Award :
Global HR Leadership Award 2009 – from World HRD Congress
Asia HRD Congress Award 2006 – for category: Contrib. to Org
Most of Inspiring HR Person 2009 – from Human Capital Magazine

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NSN Intent: 5 Billion people will be connected in 2015
Parent relationship: a key asset
• Opportunities through deep
consumer understanding
• End-to-end development of
communications solutions
• Common go-to-market and
customer collaboration
• Insights and learnings of
opportunities in different
industries
• Strong global presence
• Connection to general
infrastructure projects

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Leadership &
Management
NSN
People
and
Values
Talent Attraction &
Retention
Wellbeing
at Work
Personal Growth
People Agenda 2009
One NSN with passionate and empowered people
Leading global enabler of communications services
Radio
Access
Service Core
& Applications
Services
Operations
Support Systems
Broadband
Access
IP/Transport

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Defining the “Core” EVP for the Labor Market
Out of 38 EVP attributes, seven are critical for driving attraction or commitment
across all major talent segments and geographies, but only three drive both

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CAREER DEVELOPMENT RESPONSIBILITIES
Effective career development requires that the organization, the manager, and the employee
accept their responsibilities. The manager’s role is vital to the process.
Employee
Take responsibility for career
Development
Help to establish and meet
Objectives and performance
Requirements on current job
Engage in realistic self-as-
Sessment
Obtain and use feedback or
Career options and realistic
Potential
Communicate career interests
And discuss developmental
Needs with manager
Actively follow through on de-
velopmental plans on an
Ongoing basis
Manager
Support employees in their
Career development respon-
sibilities, including communi-
cating employee career
information to others as
needed
Establish and communicate
Job requirements and respon-
sibilities
Provide organizational career
Information and realistic feed-
Back on employee career
Aspirations
Conduct career development
Discussions with subordinate
As appropriate
Encourage and support im-
plementation of the
Employee’s developmental
Plans
Organiztion
Communicate business mis-
Sion, objective, and
Strategies so that realistic career
Development can occur
Provide information on career
Requirements, organizational
Options and opportunities,
And developmental systems
Design and implement and effective
Supervisor-subordinate career
development discussion process
Train managers to coach, evaluate,
And conduct employee career
discussions
Provide employees with the resources
necessary for development, to include
on the job experience, training, and
education
Ensure integration of career
development components into a
comprehensive system
Evaluate and recognize managers for
their role/success in employee career
development

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CAREER PATHS :
LINE OF PROGRESSION THROUGH WHICH AN
EMPLOYEE TYPICALLY MOVES DURING
EMPLOYMENT WITH A COMPANY
TRADITIONAL :
FROM ONE SPECIFIC JOB TO THE NEXT
: STRAIGHTFORWARD
: BLOCKAGE
NETWORK :
INTERCHANGEABILITY OF EXPERIENCE AT
CERTAIN LEVELS
DUAL :
AS SPECIALIST/EXPERT
Career Development and Career Planning in NSN
Nokia Siemens Networks is a learning organization that supports individual career
development in a variety of ways. The individual still bears responsibility for career
planning.
The tools for development and career plan creation are versatile, and the most
important of them is the ATP discussion conducted with the supervisor.
Common rules have been laid out for internal job rotation.
Open positions can be found in the Intranet (Internal Job Market)
Furthermore, career maps can be used to find the right direction.
In certain situations, a general potential evaluation (GPE) can serve as separate parts
of the career counselling process.

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Let’s learn for few lesson points, based
on the real practice !
Link to
Business Drivers
Plan &
Prepare
Get buy in from
Management Team
Allign to other HR
Business process
Continuous
Improvement
1 2 3
4 5 Communicate 6
Career Development Model
Lesson 1 : Having the right framework, 3 dimension !!!
HR
3
dim
ension Not
HEYDI or
MAFIA

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NSN Talent Management Philosophy Principles
Talent NSN views all employees as having talent
Development
and growth
NSN believes in development and growth for all employees
with a focus on helping employees identify their strengths
and talent
Development
dialogue
Personal Development dialogue is the key for development in
current role and for future roles with a focus on helping
employees leverage their strengths in current and future roles
Employee
responsibility
To fully leverage the development opportunities the
employees themselves need to show willingness and
responsibility to drive their career
Lesson 2 : Identify Leadership & Job Characteristics
You cannot begin to
prepare your future
executives if you do not
know what they will
called upon to do – and
what competencies
they will need to succeed.

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NSN Leadership Stages
SW Designer
Team
Leadership
Business
Leadership
Strategic
Leadership
• Executes and develops objectives,
processes, plans and programs
• Impact is primarily short term (1-2
years)
• Scope is function, department,
program, project
• Develops and formulates operation
direction, environment, expectations,
priorities
• Impact is medium & long term (2-3
years)
• Scope is business, function, program,
region
• Defines vision and strategies
• Impact is long term (3+ years)
• Scope is typically global, business
SW Specialist Project
Leader
Team Leader
SW Senior
Specialist
Program
Manager
Department
Leader
Technology
Manager R&D
Manager
Business
Manager
NSN Leadership Competencies
Innovating
Working across Boundaries
Leading for NSN
Seeking and Sharing Knowledge
Living by Our Ethics
Driving Commercial Results
Puts Customers First
Engaging Dialogue
Decision Making
Personal Drive and
Coping with Pressure
Managing Others
Influencing Others
Planning and Organizing
Problem Solving
Strategic Thinking

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Innovating
Definition
Creates new and innovative solutions. Takes unconventional approaches that give a fresh perspective on issues.
Welcomes challenges as opportunities to innovate and is prepared to take considered risks to pursue business
critical outcomes.
Team Leader Business Leader Strategic Leader
Explores unconventional methods and
raises new approaches
Generates and shares ideas, endorsing
true innovation
Drives a creative and innovative approach
throughout the organisation
Takes considered risks and learns from
mistakes
Encourages considered risk taking and
accepts failure as part of the innovation
process
Fosters a culture of innovation and
considered risk taking
Regards problems as an opportunity for
innovation
Seeks to identify and overcome obstacles
through innovative solutions
Sees ambiguity or obstacles as an
opportunity for the organisation to strengthen
its overall position.
Demonstrates passion and energy for
new products and solutions
Initiates projects which produce new and
sustainable solutions
Shows passion for innovation by inspiring
employees across NSN to transform industry
thinking
An Example of an NSN Leadership Competence
Team Leader Business Leader Strategic Leader
22
EFFECTIVE CAREER DEVELOPMENT IS NOT . .
Identifying a specific employee for a specific job at
a future point in time
Lesson 3 :

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23
Career development includes . . .
Knowledge Management
Making knowledge accessible to all
Setting expectations knowledge will be shared
Celebrating those who share and receive knowledge
Putting knowledge sharing in work processes
For employees, the NSN Career Map:
supports career self-reliance and gives an idea of possible career opportunities
in NSN
helps to prepare for Personal Development Planning discussions by making it
easy to identify competence development needs
promotes internal job rotation
For managers, the NSN Career Map:
helps the communication of organisational requirements to employees
gives an idea of the most important responsibilities & task areas in different
jobs
gives input to recruitment
gives input to learning needs analysis and solutions
helps to prepare for and conduct IIP Personal Development Planning
discussions
Lesson 4; Establish a clear career map

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R&D engineer 1
R&D engineer 1
Development Path vs. Career Path
R&D engineer 2
R&D engineer 2
R&D engineer 3
R&D engineer 3
R&D engineer 4
R&D engineer 4
R&D engineer 5
R&D engineer 5
Job“Family”1:
SWApplicationDesign
Job“family”2:
ResearchSW
ApplicationTechnologies
R&D engineer 6
R&D engineer 6
R&D Research
engineer 1
R&D Research
engineer 1
R&D Research
engineer 2
R&D Research
engineer 2
R&D Research
engineer 3
R&D Research
engineer 3
R&D Research
engineer 4
R&D Research
engineer 4
R&D Research
engineer 5
R&D Research
engineer 5
R&D Research
engineer 6
R&D Research
engineer 6
Development Path
Job“family”:
Productlifecycle
Management
Product Portf.
Manager 1
Product Portf.
Manager 1
Product Portf.
Manager 2
Product Portf.
Manager 2
Product Portf.
Director 1
Product Portf.
Director 1
Product Portf.
Director 2
Product Portf.
Director 2
(potential)
CareerPaths
Job/
Job Profiles
Development in
current Job
Career Compass

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Lesson 5: Do what you should
do !
Let’s people get the clear picture
Let’s them explore the opportunity even for overseas
assignment
Let’s them feel a fair chance
Let’s them get the feedback
Let’s develop them continually
Example of: Internal Job Market (IJM)

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Lesson 6 : Arrange the Career Counselling
“It is in the human nature to look for an answer;
just the right question needs to be found.”
The main principle in Career Counselling is to
activate you to find solutions by yourself, main
method is discussion.
Aims and principles of Career
Counselling
A career counselling customer can be any NSN employee.
Career counselling provides an opportunity to get together with professionals and
assess one’s own work situation and expectations.
Career counselling is centred on discussion, with the aim of clarifying career
related issues and supporting the person’s own participation in his or her career
planning.
Career counselling can be used in various situations: the need to seek more
challenging tasks, identifying motivation, clarifying work style, organisation changes
etc.
Career counselling complements ATP discussions and personal career or
development plans.

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Feedback
3F’s to Strengthen the Leadership Skills
1
Follow-up3
Formal Plan2
Lesson 7 :
GET
“Know thyself” —The Seven Sages Inscription at the Delphic Oracle
•Strengths should be identified
and fully discussed
•Strengths can partially
compensate for weaknesses in
other competencies

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Feedback
3F’s to Strengthen Your Leadership Skills
1
Follow-up3
Formal Plan2
Today’s Learning Paradigm
7070
2020
1010
OTJ
38%
From
Others
20%
Training
42%
1. Stretch Assignments that will help
you develop one or more needed
competencies
2. Situations that will give you insight
into specific personality traits and
highlight potential career blockers
(derailers)
3. Opportunities to practice new
behaviors that will keep you on track
4. Challenges that will provide you with
experiences in different organizational
areas
5. Special projects that will expose you
to potential long-term mentors, leaders,
or other talented professionals who
have unique skills or knowledge
for

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Pay special Attention When You Transition!
Team
Leadership
Business
Leadership
Strategic
Leadership
DEVELOPMENT IMPACT
Training/
Workshops/
Reading/
Videos
Role
Modeling
Feedback/
Coaching
Development
In Role
Full Job
Change
• Knowledge
transfer/
awareness
• Culture setting
• Copy a skill/
behavior
• Coaching
• 360 degree
Feedback
• Boss/ mentor
relationship
• Project
• Taskforce
membership
• Hardship
• Temporary
accountability
• Stretch a
assignment
• Start-up
• Fix-it/turn-
around
• Staff to line
• Line to staff
Education
Based
Relationship Based Experience Based
10% 20% 70-85%

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The Development Planning Aspects
10%
Formal
PDP
Principles
20%
Coaching
70%
On the job
Short Term
Planning
Actions
supporting STP
and Project
assignments
Development
Planning
Actions
supporting
development
within current Job
Discipline
Career
Planning
Long term career
planning
Source : Quotes from Rainmarker Thinking /Bruce Tulgan. Other general knowledge from various sources.
Please note : There is no official generational breakdown by age or year born, and as such, the above dates are approximations. At each end date, there is a blurring of characteristics that must be taken
into considerations
The Future Labor Force : Cross Generational Behavioral/Attitude Analysis
Silent Generation Boomers Gen X Gen Y
(Born between 1925-1945, now
ages 59-79)
(Born between 1946-1964, now
ages 40-58)
(Born between 1965-1977, now
ages 26-41)
(Born between 1978-1985, now
ages 19-25)
Tagline(s) * "When in command, take * "Live to work" * "Work to live" * "Like Xers on the steroids"
charge. When in doubt, do * "Willing to go the extra mile" for * Vanguard of the free-agent
what's right" an employer workforce"
* "Original latchkey kids"
Values * Work itself and the people they * Respect, empowerment, * Work/Life balance; family * Immediate feedback & payoff
work with challenge and growth * Individualism; enterpreneurial * Hard work pays off
* Command-and-control * Technology; creativity * Technology; creativity
mindset" * Diversity and transparency
Preferences * To work with strong leaders * Work environment conducive to * Demands immediate rewards for * High expectations of personal
with proven track records results-orientation contributions and financial success
* Job stability and security * Fliexibility, money and portable * Seek challenging, meaningful
benefits, harmonious work work that impacts their world
environments, and fulfillment * Don't like being treated as the
* Independent work vs teams, new kid on the block
although comfortable in groups
Relationship to * Willing to learn new skills to be * "Include them in decision- * "Always looking bigger/better * Most high maintenance
Employer more effective in their current making, give clear goals and deal" generation to ever enter the work
job responsibilities and then get out * Less loyalty to an employer; not force
of their way and let them get intimidated by authority * Little loyalty to an employer;
the job done * More self-reliant and more self- not intimidated by authority
directed: at home in an uncertain
market

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Feedback
3F’s to Strengthen Your Leadership Skills
1
Follow-up3
Formal Plan2
Excellence Leader
for future
business

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With Head, Heart and Guts
With new paradigm as new world
coming

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value together
Building
What is the Right Career Development for Your
Company?
User friendly
Open
Equal opportunity
Support of Top Management
Continuous Monitoring and
Improvement
Update
Developmental Focus
Business Driven

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Insight
• On line tool
• Management career for “Outplacement” also
• Consistency
• “Manage your Career workshop”

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Thank You!