Motorola
Content
Few companies take their commitment to employability of people more seriously than Motorola.³ - Sumantra Ghoshal, Sloan Management Review "Training and a strong learning ethic are embedded parts of Motorola's culture...The corporation learned some time ago that dollars spent on training programs not only empowered their employees but provided the necessary skills for the company's marketplace dominance.³ - James Borton, Columnist, Asia Times
Top Training Company in the World
US based Motorola is the world's leading electronics and telecom goods company. For nearly eight decades, Motorola has been recognized as one of the best providers of training to its employees in the world. Training and a strong learning ethic has been an integral part of Motorola's culture. Motorola began training its employees' right in 1928, the year of its inception, on the factory floor as purely technical product training. Training, at that time, just meant teaching new recruits how to handle the manufacturing equipment to perform various predetermined tasks assigned to them. But by the 1980s, Motorola had emerged as a model organization in the corporate world for employee education, training and development.
Top Training Company in the World
In the 1980s, the training initiatives : setting up of the Motorola Education and Training Center, an exclusive institute to look after the training and development requirements of Motorola's employees. The institute was later elevated to the status of a university Motorola University - in 1989.
³Motorola¶s CEO required all divisions to spend at least 2% of budget on training. Over next 7 years, profits increased 47%.´
Investments done in 2010
In 2010, invested $23 million globally in training and development. Approximately 60 percent of this was spent on classroom training and e-learning, 18 percent on education assistance and 4.5 percent on executive education. The remainder was spent on one-off training events and seminars. The average training hours per employee was 30 hours, down from 36 in 2009, continuing the shift from classroom training to shorter online and on-demand training. The amount we spent on education and training decreased in 2010, reflecting our continued shift away from classroom training to lower cost e-learning and to developing programs internally rather than using specialist training providers.
Training And Development Opportunities
They offer training and development opportunities that are aligned to their business priorities and enable employees to learn new skills and advance their careers. As part of their annual performance-management process all employees create development goals with their managers. This helps to monitor performance, identify training opportunities and set career goals. Progress against this plan is discussed during an interim review and a year-end summary meeting. Development goals contain three areas and provide guidelines on the focus for each:
Educational Programs
Classroom training and e-learning courses: Training and courses focus on job functions as well as leadership, management and compliance Technology-based learning resources: Content for resources such as podcasts and knowledge-sharing communities is generated internally by subject matter experts or by the user and reviewed by subject matter experts Educational assistance programs: They reimburse the tuition and fees for many employees working on degree and non-degree certificates or similar programs related to their work External institutions, seminars and conferences: Employees use external programs to supplement internal training and receive training credit for external and internal training
College of Learning Technologies at Motorola University
Innovative learning methodsª Virtual classrooms CD-ROMS Multimedia Satellite conferences
Benefitsª. Meeting challenges Better quality products Quick time training
Benefits they achieved
These training experiments became such a resounding success that: Employee productivity improved year after year and Quality-wise their products became synonymous with perfection. Improved performance Leading companies all over the world visited Motorola's headquarters to study the high-performance work practices of the company. They discovered that Motorola's success was built on the strong foundations of corporate-wide learning practices and that Motorola University was the cornerstone of corporate learning. Gives the business a good image and more profit. Integrate new technologies into work
BENEFITS OF INNOVATIVE TRAINING AT MOTOROLA UNIVERSITY
Helped employees to achieve a certain level of expertise. In a decade since 1987 Motorola reduced cost by US$ 10bn. Productivity measured by sales per employee increased 139 percent. The company was getting a return of US$30 in three years for every dollar spent on training.
Sustaining Innovation
To deliver breakthrough technologies, they continually build the expertise of their employees through innovative training programs. Use technology to energize training and produce formats that fit with the cost constraints and time demands of their company. Providing tools to unlock the expertise of employees and allow them to share their knowledge and experience with their colleagues. For example, provide software that employees can use to convert presentations into engaging e-learning courses complete with animation, navigation and space to embed audio, video and other media. They distribute sound and video kits containing microphones and recording equipment that employees can use to create their own training podcasts. These are uploaded to intranet where they can be watched or downloaded onto mobile handsets.
Success depends on our people¶s innovation, passion and diversity
To retain top talent and attract the next generation of innovators, they work hard to use exemplary employment practices. This means treating people fairly, providing competitive rewards, offering a safe, healthy and stimulating place to work, and helping our people grow professionally. Their businesses operate at a breakneck speed, demanding constant invention and a keen understanding of global markets. To continue devising breakthrough products, need ideas of different people from diverse backgrounds and cultures. Their workplace needs to be fully inclusive and stimulating, where difference is celebrated and a diverse workforce can innovate to meet the needs of customers and consumers around the world.
LEADERSHIP DEVELOPMENT In our first year at Motorola Mobility, we will review our leadership development programs to ensure they are aligned with our values and deliver the competencies required in the new company. The global review process will also ensure that we develop consistent skills across the company. Our leadership portal contains positive examples of leadership using podcasts, videos by senior leaders on management subjects, success stories, and links to websites with free or inexpensive tools and information. The training site offered a low-cost way of continuing our leadership development activity during challenging economic times. By focusing on the subject most relevant to managers immediate business needs we ensured they gained the most value from taking time out to train. LEARNING 2.0 We are adapting our training to suit the next generation of digitally literate and geographically dispersed employees. Using a variety of new technologies, including rapid e-learning, virtual classrooms and mobile learning, we are invigorating our training methods to ensure they remain effective and relevant. We are also providing tools to help employees solve problems through collaboration. Our intranet includes social networking sites where people can share ideas and join online communities to solve problems. These include: Motmot (our Twitter) Motopedia (our Wikipedia) Peoplenet (our Facebook) Techtube (our YouTube) Read more about how we are energizing training and sustaining innovation.
Our products are designed, manufactured and tested to meet national and international requirements for consumer safety and performance. Our business success depends on keeping the trust that consumers have in the Motorola brand. This section covers a range of significant consumer issues that are important in maintaining our enviable reputation for quality and safety. These include: wireless communications and health, responsible driving, privacy, product accessibility and our measures to protect consumers from mobile theft.
Corporate responsibility is not just the right thing to do; it is an essential part of good management. It helps us to: Identify new business opportunities to meet emerging social needs Reduce costs by becoming more efficient in our use of energy and resources Avoid business risks and protect our reputation Anticipate and prepare for future regulation Maintain good relationships with our stakeholders Maintain the safety and quality of our products by ensuring high standards in our supply chain Protect the trust of our consumers and customers Attract and retain the best employees, including increasingly environmentally and socially conscious graduates
Issues: » Understand the best practices in training and development of employees » Appreciate how the training and development process evolved over the decades at Motorola » Analyze the role of Motorola University in offering high quality employee training and education programs » Study the method of designing the curriculum, instructions and learning modules at the Motorola University » Critically analyze the e-learning initiatives at Motorola and examine its benefits and drawbacks
TRAININGS SHOULD AIM AT
EMPOWERING THE EMPLOYEES INCREASING PRODUCTIVITY MAKING THE PROCESSES MORE EFFICENT AND EFFECTIVE so as to ENSURE ULTIMATE CUSTOMER SATISFACTION IMPROVE THE OVERALL PERFORMANCE OF THE ORGANISATION.
18
Importance of Training and Development
Maintain skill levels Advance skill and knowledge to improve
± Performance (efficiency) ± Service delivery (error rate) ± Profitability (productivity, manpower)
Integrate new technologies into work Establish standards for work practices Gives the business a good image and more profit.
19
Top Training Company in the World
US based Motorola is the world's leading electronics and telecom goods company. For nearly eight decades, Motorola has been recognized as one of the best providers of training to its employees in the world. Training and a strong learning ethic has been an integral part of Motorola's culture. Motorola began training its employees' right in 1928, the year of its inception, on the factory floor as purely technical product training. Training, at that time, just meant teaching new recruits how to handle the manufacturing equipment to perform various predetermined tasks assigned to them. But by the 1980s, Motorola had emerged as a model organization in the corporate world for employee education, training and development.
Top Training Company in the World
In the 1980s, the training initiatives : setting up of the Motorola Education and Training Center, an exclusive institute to look after the training and development requirements of Motorola's employees. The institute was later elevated to the status of a university Motorola University - in 1989.
³Motorola¶s CEO required all divisions to spend at least 2% of budget on training. Over next 7 years, profits increased 47%.´
Investments done in 2010
In 2010, invested $23 million globally in training and development. Approximately 60 percent of this was spent on classroom training and e-learning, 18 percent on education assistance and 4.5 percent on executive education. The remainder was spent on one-off training events and seminars. The average training hours per employee was 30 hours, down from 36 in 2009, continuing the shift from classroom training to shorter online and on-demand training. The amount we spent on education and training decreased in 2010, reflecting our continued shift away from classroom training to lower cost e-learning and to developing programs internally rather than using specialist training providers.
Training And Development Opportunities
They offer training and development opportunities that are aligned to their business priorities and enable employees to learn new skills and advance their careers. As part of their annual performance-management process all employees create development goals with their managers. This helps to monitor performance, identify training opportunities and set career goals. Progress against this plan is discussed during an interim review and a year-end summary meeting. Development goals contain three areas and provide guidelines on the focus for each:
Educational Programs
Classroom training and e-learning courses: Training and courses focus on job functions as well as leadership, management and compliance Technology-based learning resources: Content for resources such as podcasts and knowledge-sharing communities is generated internally by subject matter experts or by the user and reviewed by subject matter experts Educational assistance programs: They reimburse the tuition and fees for many employees working on degree and non-degree certificates or similar programs related to their work External institutions, seminars and conferences: Employees use external programs to supplement internal training and receive training credit for external and internal training
College of Learning Technologies at Motorola University
Innovative learning methodsª Virtual classrooms CD-ROMS Multimedia Satellite conferences
Benefitsª. Meeting challenges Better quality products Quick time training
Benefits they achieved
These training experiments became such a resounding success that: Employee productivity improved year after year and Quality-wise their products became synonymous with perfection. Improved performance Leading companies all over the world visited Motorola's headquarters to study the high-performance work practices of the company. They discovered that Motorola's success was built on the strong foundations of corporate-wide learning practices and that Motorola University was the cornerstone of corporate learning. Gives the business a good image and more profit. Integrate new technologies into work
BENEFITS OF INNOVATIVE TRAINING AT MOTOROLA UNIVERSITY
Helped employees to achieve a certain level of expertise. In a decade since 1987 Motorola reduced cost by US$ 10bn. Productivity measured by sales per employee increased 139 percent. The company was getting a return of US$30 in three years for every dollar spent on training.
Sustaining Innovation
To deliver breakthrough technologies, they continually build the expertise of their employees through innovative training programs. Use technology to energize training and produce formats that fit with the cost constraints and time demands of their company. Providing tools to unlock the expertise of employees and allow them to share their knowledge and experience with their colleagues. For example, provide software that employees can use to convert presentations into engaging e-learning courses complete with animation, navigation and space to embed audio, video and other media. They distribute sound and video kits containing microphones and recording equipment that employees can use to create their own training podcasts. These are uploaded to intranet where they can be watched or downloaded onto mobile handsets.
Success depends on our people¶s innovation, passion and diversity
To retain top talent and attract the next generation of innovators, they work hard to use exemplary employment practices. This means treating people fairly, providing competitive rewards, offering a safe, healthy and stimulating place to work, and helping our people grow professionally. Their businesses operate at a breakneck speed, demanding constant invention and a keen understanding of global markets. To continue devising breakthrough products, need ideas of different people from diverse backgrounds and cultures. Their workplace needs to be fully inclusive and stimulating, where difference is celebrated and a diverse workforce can innovate to meet the needs of customers and consumers around the world.
LEADERSHIP DEVELOPMENT In our first year at Motorola Mobility, we will review our leadership development programs to ensure they are aligned with our values and deliver the competencies required in the new company. The global review process will also ensure that we develop consistent skills across the company. Our leadership portal contains positive examples of leadership using podcasts, videos by senior leaders on management subjects, success stories, and links to websites with free or inexpensive tools and information. The training site offered a low-cost way of continuing our leadership development activity during challenging economic times. By focusing on the subject most relevant to managers immediate business needs we ensured they gained the most value from taking time out to train. LEARNING 2.0 We are adapting our training to suit the next generation of digitally literate and geographically dispersed employees. Using a variety of new technologies, including rapid e-learning, virtual classrooms and mobile learning, we are invigorating our training methods to ensure they remain effective and relevant. We are also providing tools to help employees solve problems through collaboration. Our intranet includes social networking sites where people can share ideas and join online communities to solve problems. These include: Motmot (our Twitter) Motopedia (our Wikipedia) Peoplenet (our Facebook) Techtube (our YouTube) Read more about how we are energizing training and sustaining innovation.
Our products are designed, manufactured and tested to meet national and international requirements for consumer safety and performance. Our business success depends on keeping the trust that consumers have in the Motorola brand. This section covers a range of significant consumer issues that are important in maintaining our enviable reputation for quality and safety. These include: wireless communications and health, responsible driving, privacy, product accessibility and our measures to protect consumers from mobile theft.
Corporate responsibility is not just the right thing to do; it is an essential part of good management. It helps us to: Identify new business opportunities to meet emerging social needs Reduce costs by becoming more efficient in our use of energy and resources Avoid business risks and protect our reputation Anticipate and prepare for future regulation Maintain good relationships with our stakeholders Maintain the safety and quality of our products by ensuring high standards in our supply chain Protect the trust of our consumers and customers Attract and retain the best employees, including increasingly environmentally and socially conscious graduates
Issues: » Understand the best practices in training and development of employees » Appreciate how the training and development process evolved over the decades at Motorola » Analyze the role of Motorola University in offering high quality employee training and education programs » Study the method of designing the curriculum, instructions and learning modules at the Motorola University » Critically analyze the e-learning initiatives at Motorola and examine its benefits and drawbacks
TRAININGS SHOULD AIM AT
EMPOWERING THE EMPLOYEES INCREASING PRODUCTIVITY MAKING THE PROCESSES MORE EFFICENT AND EFFECTIVE so as to ENSURE ULTIMATE CUSTOMER SATISFACTION IMPROVE THE OVERALL PERFORMANCE OF THE ORGANISATION.
18
Importance of Training and Development
Maintain skill levels Advance skill and knowledge to improve
± Performance (efficiency) ± Service delivery (error rate) ± Profitability (productivity, manpower)
Integrate new technologies into work Establish standards for work practices Gives the business a good image and more profit.
19
