Head of Talent & Culture

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.

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.

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.

• 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.
• Talent Acquisition :
  Own the enterprise talent acquisition strategy, framework, and governance, defining how Nokia attracts, assesses, and selects talent globally. Simplify hiring practices, leverage AI and talent intelligence to improve decision-making, and ensure external hiring is fully aligned to workforce planning, internal mobility, succession, and future capability needs
• 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…