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https://www.laobuluo.com/ https://www.laobuluo.com/4457.html Linux 1 1G 30GB 3.5T/月 $15.25/年 链接 Linux 1 512MB 15GB 1T/月 $8.89/年 链接
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2020 年 SiteGround 虚拟主机黑五活动优惠 https://www.lizi.tw/news/6437.html 本文来源于：技术拉近你我！。 原文标题: 原文链接：https://coderschool.cn/ 码字不容易，将心比心，转载请注明出处!
BCM943225
Hi shewu
Yes the blue section. I’m still trying to get the remaining depreciation for these assets.
Who ever is the owner of the cost center that will be used to carry on with paying the depreciation is the person that has to sign.
The following data is base on a 3 year depreciation still to be confirmed by Finance
Asset # 1509807 was received in Jun 2020, so you have at least 2.5 years left in depreciation Asset # 1508914 was received at the end of June 2018, so you have about 6-8 months left in depreciation Asset # 1509121 was received at the end of Dec 2018, so you have about 1 year left in depreciation
Note that the asset transfer can be approved via emails.
Regards,
Clément Richard ION Lab Support
Announcing more details of the planned People organization
Dear colleagues,
Nokia’s new operating model brings opportunities to all of us, particularly the chance to design a new People function that will transform the way we serve Nokia’s employees and play a strong role in helping Nokia seize the opportunities of the future in a way that is deeply human and is also deeply embedded in our business goals.
I am very pleased to share the People organization scope and structure along with the thinking that went behind it. The structure is planned to come into effect on January 1, 2021.
The new People organization will include the current Human Resources function (including Nokia EDU), Real Estate, and parts of the current HSSE team. Our service portfolio will include all related services, including learning services to external customers. In addition, our organization will be responsible for Nokia’s operating model management and transformation.
The overall structure of the planned new People organization follows the design principles that have been defined for the change of Nokia’s operating model (MoO): alignment to how our customers buy from us, clear accountability and transparency, simplicity and efficiency and alignment to our strategic thinking. Keeping these key principles and the intent to create a modern and agile function in mind, we designed an organization which will enable us to deliver all our services to the Business Groups and Corporate Functions in a way that ensures their end-to-end accountability.
The planned People organization will no longer put cost allocations to the P&L of the Business Groups. Instead, we will empower them to select and fund the services they need to run their business effectively.
It is also very important to note that, like Pekka’s announcement, this next stage of design is only the beginning. The new leaders who will fill these roles will have the task of working together with the businesses and our key stakeholders including you to determine how these teams will come together and operate. Accordingly, not all the details have been worked out yet, but what you will see very clearly is that the planned new People organization is first and foremost a service organization.
In our future organization we will set people standards and frameworks for the whole company that are critical from a strategic or legal perspective, deliver common services that will be provided as standard across Nokia and ‘on demand’ services which can be scaled up or down based on business need.
The planned new People Leadership Team will consist of the following functions:
• People Direction: This team will steer the people agenda through thought leadership, set the strategic policies and frameworks, and develop and govern the Nokia MoO and transformation.
• People Experience: This team will be tasked with enriching the experience of our people at every touchpoint: managing all common services, ensuring seamless operations and digitalization, driving automation and delivering services “on the ground”. These services will be agreed by all Business Groups and Corporate Functions and paid for by joint Service Level Agreements.
• People Services: This team will be responsible for defining and delivering ‘on demand’ services – services that Business Groups and Corporate Functions can choose to scale up or down based on their needs. These will be unique services, packaged and priced based on demand, and paid for through Service Level Agreements.
• People and Places: This team will be responsible for Real Estate, our location strategy and will evolve the Nokia Way of Working. Staying true to the principle of no allocations, the related services will be monthly costs charged back to the businesses.
• People Partner Corporate Functions and Nokia Technologies: This team will lead the people agenda for all Corporate Functions including Customer Experience, Strategy & Technology, CFO, People and Legal, and the Nokia Technologies Business Group. The leader of this team will also support the People organization.
• People Partners for each of the Business Groups (excluding Nokia Technologies, outlined above) will lead the people agenda for the respective Business Group and report in solid line to the relevant business group president.
• Employment Law: The leader of this team will report in solid line to the Chief Legal Officer and will be our main contact for all labour and employment law-related matters.
• Communications: This role will manage communications for the new People organization and will report in dotted line to me.
• Assistant: This role will support the Chief People Officer.
For more information on our organization plans, please check the Nokia 2021 info hub. In our town hall meeting on November 23, I will present the planned new set-up and try to answer all your questions. The aim is to announce as many of the new leaders – across all GLT direct reports – as possible on December 16, when we also share some more details about the Nokia strategy.
Existing roles and responsibilities will remain unchanged until at least the end of the year. Let’s keep focusing on the job in hand to deliver a strong Q4.
I am particularly excited as we are changing the HR mode of operation after many years and getting stronger with joined forces of Real Estate and parts of HSSE. Now being also responsible for Nokia’s MoO and transformation we are fully equipped to deliver value to our businesses. I know this journey calls for your patience, commitment and engagement, and I acknowledge that we will have moments of challenge and uncertainty. During this time of change we need to support each other and work together to bring this design to life.
Warm regards,
Stephanie
Note: These planned changes are subject to appropriate information and/or consultation of the relevant employee representative body/bodies where applicable and subject to necessary legal procedures and approvals