Head of People Services

Tiivistelmä työpaikkailmoituksesta: Lead Nokia's global People Services transformation to a digital-first, AI-enabled operating model while owning cost, service levels and employee experience. Own delivery of onboarding, payroll, time and benefits (outside the US), employee data, query management and exits with a focus on standardization and automation. Build and lead a consolidated global shared-service organization that drives vendor consolidation, productivity and service reliability during transformation. Define the service catalogue, data governance and automation standards to eliminate rework, support M&A integration and sustain continuous productivity improvements. Tämä tiivistelmä on luotu tekoälyn avulla. Strategic Role Overview People Services is where Nokia's transactional people work is delivered, including onboarding execution, payroll, benefits administration, employee data, query management, annual cycles, and exit formalities, for every employee in every country. As the People Services Lead, you will run that service globally and reshape it around simplicity, automation, AI-enabled delivery, and materially greater productivity, so that agents and self-service resolve first and people handle the exceptions. You will challenge whether work needs to exist before determining where or how it should be delivered, creating a service model with fewer handoffs, fewer variations, and substantially less manual intervention. Your role will involve holding one standard where the organization is used to local variation and making deliberate choices about what People Services stops, simplifies, standardizes, automates, or consolidates. The destination is a simpler, digitally led service organization with a structurally lower cost to serve and the capacity to continually improve as technology evolves. Core Purpose To deliver efficient, harmonized transactional services to every Nokia employee, shifting execution from human-led to digital-first self-service, and tiered delivery. You will be accountable for the cost, the service levels, and the employee experience of everything the service touches while continuously reducing the effort and resources required to deliver it. For roughly the first 18 months this is a transformation role, building the organization, moving the work, simplifying the service portfolio, eliminating unnecessary activity, and establishing a fundamentally more productive operating model. From there it becomes a visionary role, setting where the service goes next and continuously challenging how emerging technology, AI, and new ways of working can further simplify the delivery. HOW YOU WILL CONTRIBUTE AND WHAT YOU WILL LEARN Service catalogue and service levels: Define the leanest to-be service catalogue and set the service level behind each item, permitting local variation only where the law requires it Employee data ownership: Own employee data management, covering personnel files, record retention, and data privacy, and deciding what reporting the service produces, ensuring data is structured and governed to enable automation, AI, self-service, and reliable decision making. Onboarding and exits: Run onboarding obligations, the ASR cycle, and exit management formalities to the frame the Global Value Teams set, minimizing manual touchpoints wherever possible. Payroll, time, and benefits: Own payroll processing and compliance, time management collection, and benefits administration outside the US with the local vendors that support it, driving standardization, vendor efficiency, and automation while maintaining the controls required for critical employee transactions. Tiered query management: Lead the shift to digital-first support, setting what self-service, AI-enabled agents, and service agents resolve and what escalates; tier 2 queries pass to the GVT, region, or function Audit and M&A execution: Own audit and compliance for people services and deliver the harmonization work that integrates an acquired workforce onto Nokia's processes, avoiding the replication of legacy processes or unnecessary local complexity. Digital transformation of the service: Lead people services digital transformation project management and approve which processes are standardized before they are automated rather than automating today's mess; Build AI and automation into the operating model rather than treating them as incremental tools, with clear accountability for productivity, adoption, and the reduction of manual work. Operating model productivity: Establish the productivity, capacity, and cost-to-serve disciplines required to run People Services as a high-performing global operation. Translate simplification and technology improvements into sustainable structural efficiencies rather than allowing capacity to be absorbed by new complexity Organizational leadership: Build and lead a high-performing global People Services organization, developing the capability, succession, and future skills a digi