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. In this role, you’ll play a key part in translating our talent strategy into high-quality processes, sharper insights and clear follow-through. You’ll work across talent reviews, succession planning, talent pools and development activity, partnering closely with People Partners and business stakeholders. This role requires the successful candidate to be able to envision bigger picture, connect the dots across the business and help turn talent conversations into decisions and actions that make a real difference. The focus is on raising the quality and consistency of talent decisions, ensuring strong follow-through, and helping leaders build deeper, more visible pipelines for critical roles and capabilities. Your responsibilities · Lead and improve core talent management processes, making sure talent reviews, potential calibration, succession planning, talent pool updates and development planning are thoughtful, consistent and outcome-focused. · Partner confidently with People Partners and business stakeholders to prepare strong inputs, frame the right discussions, surface key risks or opportunities, and make sure decisions translate into owned, visible actions. · Use talent data and insight to bring sharper visibility to succession strength, talent pool health, capability gaps and development progress — helping leaders make better, evidence-based people decisions. · Shape and simplify talent tools, templates and guidance so they raise the quality of talent conversations without adding unnecessary complexity. · Drive talent development activity from nomination through to follow-up, making sure development actions are targeted, visible and connected to the leadership and capability needs we are building for the future. · Help shape the architecture of career plans, creating clear and practical pathways that connect people’s growth, possible next moves and the capabilities we need for the future. · Bring a fair, consistent and inclusive lens to talent work, helping us make better decisions, create more intentional development and give people a clearer view of how they can grow at Nokia. · 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.