Employee training and development at motorola


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Employee training and development at motorola

  1. 1. Employee Trainingand Development atMotorolaBYLAVANYASIVAGURUNATHANRAVI SHANKARA.DHIVIYA
  2. 2. Introduction• US based Company Motorola• Founded-September 25, 1928• Worlds leading electronics & telecom goods company.• It has been one of the top employee training companies in the world.• Motorola gave utmost importance to training right from its inception.
  3. 3. • Key People • Greg Brown (President& Co-CEO) • Sanjay Jha (CEO and Chairman)• Head Quarters Schaumburg, Illinois, United States• Employees-60,000• Products Tablet PCs Mobile phones Smartphones Two-way radios Networking systems Cable television systems Wireless Broadband Networks RFID Systems Mobile Telephone Infrastructure
  4. 4. Background Note• Motorola was founded in 1928 when the Galvin brothers, Paul and Joseph, set up the Galvin Manufacturing Corporation, in Chicago, Illinois, USA.• Its first product was a "battery eliminator," which allowed the consumers to operate radios directly using household current instead of batteries.• After the continuous invention in 1986, Motorola invented the Six Sigma quality improvement process.• It became a global standard.
  5. 5. Top Training Company in theWorld• For nearly eight decades, (Motorola) has been recognized as one of the best providers of training to its employees in the world.• 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.
  6. 6. Cond..• But by the 1980s, Motorola had emerged as a model organization in the corporate world for employee education, training and development.• The innovative training programs of Motorola turned training into a continuous learning process.• In the 1980s, the training initiatives of the company culminated in the setting up of the Motorola Education and Training Center.• Its an exclusive institute to look after the training and development requirements of Motorolas employees.
  7. 7. Cond..• The institute was later elevated to the status of a university - Motorola University - in 1989.• These training experiments became such a resounding success that employee productivity improved year after year and quality-wise Motorolas products became synonymous with perfection.
  8. 8. Cond…• Leading companies all over the world visited Motorolas headquarters to study the high-performance work practices of the company.• They discovered that Motorolas success was built on the strong foundations of corporate-wide learning practices and that Motorola University was the cornerstone of corporate learning.• In recognition of its excellent training and development practices, the American Society for Training and Development (ASTD),named Motorola the Top Training Company .
  9. 9. Cond…• Robert Galvin (Galvin), the former CEO of the company,with the excellence efforts ,awarded with Champion of Workplace Learning and Performance Award for the year 1999.• Speaking on Motorolas training initiatives and Galvins contribution, Tina Sung, President and CEO of ASTD, said, "Galvin is a true champion of employees being an integral part of the organizational success.• The corporate standard for investing in education and has demonstrated that training and development pay off in productivity, performance and quality.
  10. 10. Cond…• In the 1930s, the company successfully commercialized car radios under the brand name "Motorola," a word which suggested sound in motion by combining "motor" with "Victrola."• In 1936, Motorola entered the new field of radio communications with the product Police Cruiser, an AM automobile radio that was pre-set to a single frequency to receive police broadcasts. In 1940, Daniel Noble (Noble), a pioneer in FM radio communications and semiconductor technology, joined Motorola as director of research. Soon, the company established a communication division followed by a subsidiary sales corporation, Motorola Communications and Electronics in 1941.
  11. 11. Cond..• The Motorola trademark was so widely recognized that the companys name was changed from Galvin Manufacturing Corporation to Motorola Inc. in 1947.• Motorola entered the television market in 1947. In 1949, Noble launched a research & development facility in Arizona to explore the potential of the newly invented transistor.• In 1956, Motorola became a commercial producer and supplier of semiconductors for sale to other manufacturers.• The company began manufacturing integrated circuits and microprocessors in a bid to find customers outside the auto industry.
  12. 12. Training and DevelopmentInitiatives• Motorola had started training its employees way back in the 1920s, and the importance of training continued to grow. Till the early 1980s, Motorola had its own standard employee development activities in which training was the key element. During those days, when people were recruited for manufacturing, the company looked for three essential qualities in the employees - the communication and computational skills of a seventh grader; basic problem solving abilities both in an individual capacity and as a team player; and willingness to accept work hours as the time it took to achieve quality output rather than regular clock hours.
  13. 13. Cond…• The quality of the output was the primary consideration for Motorola, and employees were expected to make full efforts to achieve quality.• Most of the employees learned their job through observing the seniors at work and learning through the trial and error method.• The training lessons imparted to them involved techniques to improve their communication skills and sharpen their calculation skills.
  14. 14. 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.
  15. 15. Focus on e-learning• Motorola University created a new internal institute named College of Learning Technologies (CLT) to develop educational delivery systems through satellite, Internet and virtual classrooms.• This department was responsible for providing innovative learning via virtual classrooms, online experiences, use of CD- ROMS and through multimedia such as video and satellite conferences.• The university placed a large selection of courses and training materials on its intranet , available around the world at any time to its .employees
  16. 16. • our annual performance-management process all employees create development goals with their managers. This helps 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.
  17. 17. On-the-job learning through projects, tasksExperience 70% and job-rotation programs Personal developmentFeedback through coaching and 20% mentoring Online and classroomEducation training through 10% Motorola and outside
  18. 18. Educational programs include:• Motorola Universitys classroom training and e-learning courses: These focus on job functions as well as leadership, management and compliance• Educational assistance programs: We 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• 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
  19. 19. Performance• Approximately 38 percent of this was spent on education assistance, 5 percent on executive education and 57 percent on classroom training and e-learning.• The average training hours per employee was 8.9 hours, down from 15 in 2008, reflecting a significant decrease in classroom hours and a shift to shorter online and on-demand training. Employees spent nearly 950 classroom days in leadership development in 2009.• The amount we spent on education and training decreased in 2009 due to a challenging business environment. The reduction reflects our shift away from classroom training to lower-cost e-learning and to developing programs internally rather than using specialist training providers. We also focused on encouraging experiential learning, such as rotational programs and mentoring, which is an effective way to develop employees at lower cost. Participants in our formal job rotation programs spend between six months and two years in another region, business or function to gain new experiences. We track the performance levels of these individuals after they have completed the program to identify how they have benefited.