A View from the Top | Ciaron Murphy - Head of HR, APAC, Nokia Siemens Networks
by Lisa Cheong
Describe your company culture
Executive jobs at Nokia Siemens Networks has an open, direct and can-do culture. It boils down to the strong leadership teams that we have across the regions who ﬁrmly believe in these three attributes and in displaying them in the way they work and theway they communicate with their teams.
Are there any speciﬁc skills one would need to work in the telecommunications industry?
As a multi-billion MNC we draw expertise from many disciplines including Electrical and Telecommunications, Engineering, Sales and Marketing, Energy, Systems Integration and software. It is about what the candidate can offer to the company in terms of skills set and experience.
What is the most common error you see job candidates making when applying for a job at your company?
Key elements that hiring managers look for in a candidate is honesty and an aptitude to learn. ‘Canned’ answers without the substance to back up the claim are not a great start to an interview.
One trait you look out for inpotential hires?
Hunger to achieve.
One personal trait which has led to your career success?
What you see is what you get. I believe that the way to earn credibility is to walk the talk, and lead by example and also admit when you get it wrong.
Best career advice you’ve ever received?
“That what makes you different makes you valuable”.
What was one of your biggest challenges that you’ve faced in your career?
One of the most challenges tasks that I have worked on from the Human Resources perspective is the formation of Nokia Siemens Networks through the joint venture of Nokia’s Networks business group and Siemens’ carrier-related
operations for ﬁxed and mobile networks. Over 60,000 employees including accountant jobs from Nokia and Siemens across the regions and from the manufacturing and development centers had to be integrated.
Integration of such a scale is a time-consuming and strenuous process. Massive coordination and discussions with different functions such as business, IT, real estate and communications are required to ensure a smooth integration. Aside from this, it is important that we retain the brains and communicate regularly, within legal guidance, on what employees can expect and the timeline for the integration milestones.
The joint venture also brings to the table different best practices and cultures from both organisations. We had to ﬁgure out the best combination to form Nokia Siemens Networks’ culture. This we did through open discussions together with representatives from Nokia and Siemens, and we involved employees to participate in deﬁning Nokia Siemens Networks’ culture. About 15,400 employees participated in this exercise and subsequently, ﬁve Nokia Siemens Networks’ values were born:
- Focus on customer
- Communicate openly
- Win together
Employees’ engagement and involvement are critical for an integration/merger, and this is what makes the Nokia and Siemens’ integration and Nokia Siemens Networks a success. At Nokia Siemens Networks, we practice what we preach.
How can employees make a lasting impression on you at work?
I look for people who take personal responsibility for whatever they do, learn from their mistakes and are always trying to improve.
Describe a typical day for you at work.
Most days, I’m up at 6 AM with the family. I begin work at 8, and
reach home at 6.30 pm. I make sure I spend quality time with my family - dinner and bath time with kids. Then it’s off for European conference calls from 7.30pm. I’m in bed by 10pm.