Talent Management Partner

We’re looking for a strong Talent Management Partner to join Nokia’s People Organization and help shape how we identify, develop, move and retain talent across the company. The successful candidate will bring judgement, structure, insight and constructive challenge to important talent decisions, while making the work practical and easy for leaders and People Partners to use. · Strong experience in talent management, leadership development, succession planning, organization development, HR business partnering or a closely related People/HR role — ideally in a complex, global environment. · A strong understanding of what good talent management looks like in practice, including potential, talent reviews, development planning, career growth, mobility, succession and inclusive talent decision-making. · The ability to work strategically and practically — connecting the bigger picture to clear choices, actions, timelines and measurable outcomes. · Strong stakeholder management skills, with the confidence to influence People Partners, business leaders and senior stakeholders in a thoughtful, credible and constructive way. · Confidence working with people data, Excel, PowerPoint and HR systems, with the ability to turn data into insight, stories and recommendations that leaders can act on. · Clear, thoughtful communication skills, especially when working with complex, sensitive or ambiguous talent topics. · High personal ownership, strong judgement and the ability to move work forward independently while knowing when to involve others. · Strong discretion and maturity when working with confidential talent, succession and leadership information. Education & Experience Requirements · Bachelor’s degree in Human Resources, Business, Psychology, Organizational Development or a related area; a Master’s degree or relevant HR qualification would be helpful but is not essential. · Typically 5–8 years’ experience in HR, talent management, leadership development, people analytics, learning or organization development, with clear evidence of owning, shaping or improving talent-related workstreams. · Experience working across a global matrix organization, influencing across different businesses, functions or geographies, and turning ambiguity into clear progress would be an advantage.