Head of Talent & Culture

Tiivistelmä työpaikkailmoituksesta: You will own Nokia’s global talent, culture, leadership and learning strategy, setting frameworks and governance rather than executing local programs. You will simplify and govern a single global program catalogue, deciding what enters or is removed and resisting bespoke regional programs. You will drive AI- and data-enabled talent, learning, performance and succession solutions, and define the skills marketplace and internal mobility approaches. The role requires hands-on talent and leadership experience, business exposure or HR VP-level credibility, and the ability to stop low-value programs and persuade senior leaders. Tämä tiivistelmä on luotu tekoälyn avulla. Strategic Role Overview Talent Development & Learning is the Global Value Team that owns how Nokia identifies, develops, and leads its people, including culture and leadership. As the Talent Lead, you will hold the frame for talent, succession, performance, culture, and learning end-to-end, designing once on behalf of many rather than servicing each business group separately. Your role will involve governing a focused and deliberately lean global program catalogue, so that Nokia offers standard principles rather than a standard service everywhere and concentrates investment on a few interventions that create the greatest enterprise value. You will simplify a landscape of programs, frameworks, and practices accumulated over time, removing duplication and complexity rather than carrying it forward. Increasingly, you will design talent and development approaches that can be enabled by data, AI, technology, leaders, and employees themselves, allowing the Global Value Team to remain focused on enterprise strategy, architecture, governance, and the capabilities that differentiate Nokia. Core Purpose To own the strategy, framework, and governance for how Nokia develops its talent and its leaders, defining the processes the company runs rather than executing them for each unit. You will be accountable for what enters the global catalogue and what Nokia stops offering, continually simplifying the portfolio and challenging whether centrally provided programs remain the best answer. You will create simple, scalable and increasingly AI-enabled frameworks that allow leaders, employees, and businesses to take greater ownership of talent and development, while maintaining the enterprise standards Nokia needs. Success means no more programs, but fewer, higher-impact interventions that are easier to navigate, easier to execute, and capable of reaching Nokia at scale. HOW YOU WILL CONTRIBUTE AND WHAT YOU WILL LEARN Global talent strategy: Own the global talent strategy, defining the process Nokia uses to identify and move talent rather than running it separately for each business group and region. Simplify the mechanisms through which talent is identified and matched to opportunity, using data and technology to improve visibility and reduce dependence on manually intensive processes. Global culture strategy: Own the global culture strategy, including employee listening and engagement and Diversity, Equity & Inclusion, and set what a healthy Nokia organization is measured against (organizational health) Global leadership framework: Own the global leadership framework, set what Nokia expects of its leaders and how leadership capability is assessed across the company at every level, Keep the framework simple, distinctive, and embedded in the moments that matter rather than creating stand-alone leadership processes Learning: Own learning strategy, framework, and governance, and the delivery of leadership and behavioral programs; functional and technical learning passes back to the business that needs it. Shape a learning ecosystem that increasingly uses AI, digital platforms, and learning in the flow of work to personalize development and reduce reliance on centrally administered programs Performance management: Own the performance management framework and approve every change to the rating, calibration, and goal-setting model; People Services runs the annual cycle Succession: Own the succession framework for Nokia's critical positions and decide what counts as a credible pipeline; the People Partner builds the pipeline inside their own business group. Use enterprise talent data and insight to strengthen visibility of internal talent and ensure succession remains a leadership-owned process rather than a centrally administered HR exercise Program catalogue governance: Decide what enters the global catalogue and reject bespoke regional or unit programming; the People Partner brings the need, and you set the answer AI-enabled talent and development: Set the direction for how AI can simplify and strengthen talent, learning, performance, succession, and leadership practices, including where AI can provide personalized guidance, surface insights, connect talent to opportunities, or enable employees and managers to act without HR in