track 17 irvandi ferizal

Event ManagementTraining & ConferencesKnowledge Development Center

Nokia Siemens Networks:Reinventing the connected worldthrough 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


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


Leadership &Management

NSN People

and Values

Talent Attraction &Retention

Wellbeing at Work

Personal Growth

People Agenda 2009One NSN with passionate and empowered people

Leading global enabler of communications services

Radio Access

Service Core& Applications

Services

OperationsSupport Systems

Broadband Access

IP/Transport


Defining the “Core” EVP for the Labor MarketOut of 38 EVP attributes, seven are critical for driving attraction or commitment

across all major talent segments and geographies, but only three drive both


CAREER DEVELOPMENT RESPONSIBILITIESEffective 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 careerDevelopment

Help to establish and meetObjectives and performanceRequirements on current job

Engage in realistic self-as-Sessment

Obtain and use feedback orCareer options and realisticPotential

Communicate career interestsAnd discuss developmentalNeeds with manager

Actively follow through on de-velopmental plans on anOngoing basis

Manager

Support employees in theirCareer development respon-sibilities, including communi-cating employee careerinformation to others asneeded

Establish and communicateJob requirements and respon-sibilities

Provide organizational careerInformation and realistic feed-Back on employee careerAspirations

Conduct career developmentDiscussions with subordinateAs appropriate

Encourage and support im-plementation of theEmployee’s developmentalPlans

Organiztion

Communicate business mis-Sion, objective, andStrategies so that realistic careerDevelopment can occur

Provide information on careerRequirements, organizationalOptions and opportunities,And developmental systems

Design and implement and effectiveSupervisor-subordinate careerdevelopment discussion process

Train managers to coach, evaluate,And conduct employee careerdiscussions

Provide employees with the resourcesnecessary for development, to includeon the job experience, training, andeducation

Ensure integration of careerdevelopment components into acomprehensive system

Evaluate and recognize managers fortheir role/success in employee careerdevelopment


CAREER PATHS :

LINE OF PROGRESSION THROUGH WHICH ANEMPLOYEE TYPICALLY MOVES DURINGEMPLOYMENT WITH A COMPANY

TRADITIONAL :FROM ONE SPECIFIC JOB TO THE NEXT: STRAIGHTFORWARD: BLOCKAGE

NETWORK :INTERCHANGEABILITY OF EXPERIENCE ATCERTAIN LEVELS

DUAL :AS SPECIALIST/EXPERT

Career Development and Career Planning in NSN

Nokia Siemens Networks is a learning organization that supports individual careerdevelopment in a variety of ways. The individual still bears responsibility for careerplanning.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.


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 HRBusiness process

Continuous

Improvement

1 2 3

4 5 Communicate 6

Career Development Model

Lesson 1 : Having the right framework, 3 dimension !!!

HR 3

dimen

sion Not

HEYDI or MAFIA


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

Developmentdialogue 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 toprepare your futureexecutives if you do notknow what they willcalled upon to do – andwhat competenciesthey will need to succeed.


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 ProjectLeader

Team Leader

SW SeniorSpecialist Program

Manager

DepartmentLeader

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


InnovatingDefinitionCreates 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 :


23

Career development includes . . . Knowledge Management

Making knowledge accessible to allSetting expectations knowledge will be sharedCelebrating those who share and receive knowledgePutting knowledge sharing in work processes

For employees, the NSN Career Map: supports career self-reliance and gives an idea of possible career opportunities in NSNhelps 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


R&D engineer 1R&D engineer 1

Development Path vs. Career Path





Job

“Fam

ily”

1:SW

App

licat

ion

Des

ign

Job

“fam

ily”

2:R

esea

rch

SW

Appl

icat

ion

Tech

nolo

gies


R&D Research engineer 1












Development Path

Job

“fam

ily”:

Prod

uct l

ife c

ycle

M

anag

emen

t

Product Portf. Manager 1




Product Portf. Director 1




(pot

entia

l)C

aree

r Pat

hs

Job/Job Profiles

Development in current Job

Career Compass


Lesson 5: Do what you should do !

Let’s people get the clear pictureLet’s them explore the opportunity even for overseas assignmentLet’s them feel a fair chanceLet’s them get the feedbackLet’s develop them continually

Example of: Internal Job Market (IJM)


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 toactivate you to find solutions by yourself, mainmethod is discussion.

Aims and principles of CareerCounselling

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.


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


Feedback

3F’s to Strengthen Your Leadership Skills

1

Follow-up3

Formal Plan2

Today’s Learning Paradigm

7070

2020

1010

OTJ38%

From Others20%

Training42%

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


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

EducationBased

Relationship Based Experience Based

10% 20% 70-85%


The Development Planning Aspects

10% Formal

PDPPrinciples

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 AnalysisSilent Generation Boomers Gen X Gen Y

(Born between 1925-1945, now ages 59-79)




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


Feedback

3F’s to Strengthen Your Leadership Skills

1

Follow-up3

Formal Plan2

Excellence Leader for future

business


With Head, Heart and Guts

With new paradigm as new world coming


value togetherBuilding

What is the Right Career Development for Your Company?

User friendlyOpenEqual opportunitySupport of Top ManagementContinuous Monitoring and Improvement

UpdateDevelopmental FocusBusiness Driven


Insight

• On line tool

• Management career for “Outplacement” also

• Consistency

• “Manage your Career workshop”


Thank You!

track 17 irvandi ferizal

Recruiting & HR