In 2016, NokiaEDU learning center provided around 259 800 training days for employees from the Networks business and Group functions (278 400 in 2015 when Alcatel-Lucent University figures are also included in the 2015 total). Around 56% of this training was instructorled (55% in 2015) and the remainder was web based. Part of the instructorled training was conducted using cost-effective technologies such as virtual classroom learning. In addition to the training provided at the NokiaEDU, our training offering includes training arranged by our business units and third parties. In 2016, each employee spent an average of approximately 19 hours on training.
In 2016, NokiaEDU spent around EUR 54 million in training Networks business and Group functions employees. On Wednesday, December 7, 2016 we launched a Global Day of Learning.
Based upon the customer/stakeholder requirements in terms of addressing business performance issues, NokiaEDU apply a performance consulting methodology to analyze the problem and make recommendations to address the skills gap and the business impact issue. Where an existing learning solution does not meet the needs, a learning needs analysis will be completed and a learning solution is designed, developed, and delivered. The evaluation strategy (method and schedule) will be agreed and implemented, this can also be tailored to meet the individual customer/ stakeholder needs to include all or some of the evaluation levels including business impact and return on investment.
NokiaEDU also provides training to customers and suppliers, which in 2016 totaled around 102 000 training days. These Nokia product training days not only instruct how to operate and maintain our products, but also include more overall technology training on topics such as Internet of Things. Overall, NokiaEDU learning solutions received a user satisfaction score of 97.1% in 2016.
Support young talent and apprentices
Nokia values the importance of supporting graduate trainees and apprenticeships. We implement a range of programs in various countries where we operate. Our approach is by definition local as it is part of the local community identity. For example, in 2016, we had around 25 interns collaborating on our premises in Spain, and in Germany we are taking part in the 3-year vocational education program, with an equal share of theoretical studies and internships which the trainees spend with us. They are exposed to assignments in various business units to obtain a variety of experience.
Supporting personal development
Personal development is key to retaining and engaging our employees, and developing their skills. Nokia’s performance and talent management approach - called Nokia People Focus enables the company to have a strategic and integrated framework to company goals, individual performance and talent management, career development, reward, and recognition. Nokia is committed to people development and career growth. Regular manager and employee dialogs (1 in 90 dialog) focus on 5 key areas including goals and feedback, well-being, development, and coaching. Our integrated and forward-looking approach to talent development starts with all employees as well as development of top talent. All managers recommend development proposals for employees outlining clear actions for the coming 12 months. We encourage employees to complete a Personal Development Plan (PDP) in discussion with their line manager.
Capability needs are reviewed as part of the corporate strategic planning process and then prioritized in the learning and development agenda. In addition, each business identifies and manages a talent pool for succession and growth, with development covering a balance of Experiential Learning, Coaching and Mentoring, and Corporate Leadership Programs.
Recognizing individual performance
Our approach to performance management and rewards highlights the importance of quality dialog between line managers and employees, and greater rewards for individual contribution. Our employee reward and recognition program, Recognize Excellence, empowers employees and managers with a discretionary budget to perform peer-to-peer recognition and rewards. Aligned with and underpinned by our values, this allows more frequent and less formal ways of recognizing individual performance. The Recognize Excellence framework offers a set of recognition programs and a tool, which makes it easy to acknowledge the contribution of colleagues.