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3. Management of knowledge and HRM in Nokia In any technology-focused company, having the right human capital is necessary. Not only did Nokia need clever people with experience and creativity, but the company also looked for people who suit within Nokia’s culture. Because they do not need the knowledge and capabilities just can use at home, they are not enough. Nokia Company has to attract and develop skills from abroad. Nokia’s human resource policies and processes played an important role in attracting the best and the brightest. The company’s human resource management included a strict and extensive interview process and team-based compensation methods. The company’s culture includes the organization’s structure, learning environment, team focus and job flexibility. They also contributed to Nokia’s human resource acquisition and retention. It can be seen that Nokia’s culture is closely connected with the human resource management. According to Dan Steinbeck, who is book chronicles the Nokia revolution said “the most technologically savvy individuals in all of Scandinavia”. In simple terms, Nokia was a great place to work. Nokia’s human resources management and culture worked with its structure and organizational processes to keep new ideas alive. Nokia also prided itself on being a learning organization. Employees were encouraged to be inventive and to share ideas. Marcus Ajanta the people who is the corporate Manager of strategy development said that, “If you have a good idea at Nokia, it will be hard to find someone who will stop you”. Thus it can be seen the environment was attractive to the types of people Nokia wanted – inventive, motivated, team players. The Case Of Yahoo Inc. The model of how Yahoo Inc. founded is a good portrayal which illustrate the Core concept of human resource management: Management of Knowledge of this management style. 1. Built up from nothing but Innovation 
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