Motorola was an American technology company founded in 1928 that was a pioneer in employee training and development. It began with technical skills training but evolved to include leadership development, business skills, and education programs. By the 1980s, Motorola emerged as a model organization by establishing its own university and training centers to provide continuous learning opportunities for all 60,000 global employees through virtual and in-person courses, seminars, and funding for external education. Motorola developed eight core leadership competencies and used new technologies like e-learning to adapt its programs for a new generation of mobile and distributed workers.

1. Motorola Case Study

2. INTRODUCTION
Motorola was an American multinational telecommunicationscompany based in Schaumburg, Illinois.
Two independent public companies:- Motorola Mobility and- Motorola Solutions
Motorola is a global leader in providing integratedcommunications solutions and embedded electronic solutions.
US based Company Motorola.
Motorola was founded in 5th September1928, when the Galvinbrothers, Paul and Joseph, set up the Galvin
ManufacturingCorporation, in Chicago, Illinois, USA.
Key people:- Greg Brown (President & Company CEO)- Sanjay Jha (CEO and Chairman)
Number of employees - 60,000 employees

3. Timeline
One of the best providers of training to its employees in the world
Motorola began training its employees in 1928
1980s Motorola emerged as a model organization for employee T&D
1980 - Motorola education and training centre
1989- Motorola University
ASTD named Motorola the 'Top training company’ in the world.
Former CEO Galvin got the 'champion of workplace learning and performance
award'

4. Its first product was a "battery eliminator“.
Products of Motorola:-
Tablet PCs
Mobile Phones
Smart Phones
Two – way radios
Networking systems
Cable Television systems

5. Educational programs of Motorola
It includes :
Virtual and instructor-led courses.
Technology-based learning opportunities.
Educational assistance for employees.
External institutions, seminars and conference opportunities.

6. LEADERSHIP DEVELOPMENT
8 leadership competencies they expect of all Motorola Solutions employees:-
Think strategically
Focus on customers
Develop talent
Collaborate and influence
Execute flawlessly
Drive results
Demonstrate sound judgment
Lead change
•Motorola also have a number of development programs for high potential employees.
•They are adapting their training to suit the next generation of digitally literate and
geographically dispersed employees and using a variety of new technologies, including rapid
e-learning, virtual classrooms and mobile learning to keep their training programs effective
and relevant.

7. TRAINING ANDDEVELOPMENT INITIATIVES
The Initial Efforts
•Motorola had started training its employees in the 1920s
•Motorola had its own standard employee development activities till the early 1980s
•Give importance to 3 essential qualities in the employees
1.communication and computational skill
2.basic problem solving abilities
3.willingness to accept work hours
•The quality of output was the primary consideration of Motorola.
•Most of the employees learned their job through observing the seniors at work and learning
through the trial and error method
•It helps them to improve their communication skill and sharpen their calculation skill.
•During 1970s Motorola‟s hr dept began to realize that the rulesof corporate training and
education had to be rewritten in tunewith the changing times.

8. •The senior management’s role was no longer limited to supervision ;they had to learn
new skills and techniques and explain them to subordinates.
•HR dept. conducted a corporate wide study in 1978 and tested the skill of employees
•The test revealed the astonishing fact that a majority of the workforce was incapable of
doing simple arithmetic calculations and some of them could not even understand the
product by colour of its package and dealt with it according to the established procedure.
•These discoveries made the HR dept. think of going beyond improving the working skills
of employees to enter new areas of education that had never been touched upon earlier.
•Instead of only technical skill instructions, training was now made two– pronged-
teaching the 10th grade school basics at the fundamental training level, and introducing
new concept of work , quality ,community learning and leadership at the development
level.
•In 1979, HR dept design a five-year old training plan to upgrade the skill of its employees
•But the plan did not produce the desired results

9. Q1. Comment on employee training and development practices at Motorola
• Started in 1928
• Purely technical training
• Five year old training plan
• Motorola executive institute
• By 1980‟s , training continuous learning
• Motorola training and education center(MTEC) was set up
• Five part curriculum
• In 1989 training center university
Role Of Motorola University
1. Synergize employee education with business targets.
2. Motorola extended training to all its employees spread across the globe.
3. Special remedial plan for particular employees.