We want employees to be able to develop at Nokia, both personally and professionally. We 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.