EMPLOYEE TRAINING AND DEVELOPMENT AT

CASE ABSTRACT

Existence of training and a strong learning ethic as a

part of Motorola's culture.

Employee training and education initiatives

undertaken by Motorola University.

Resulting improvements employees‘ productivity,

performance and quality of work.

Also a brief about highlights and the benefits of

Motorola's e-learning initiatives

INTRODUCTION TO MOTOROLA

Motorola is a US based company with a major foot hold in

electronics and telecom goods industry.

It has been recognised as one of the top employee training

companies in the world.

Motorola gave utmost importance to training right from its

inception in 1928.

Named “Top Training Company” for year 1999 by ASTD.

Dedicated HR department for development of employees.

TRAINING AT MOTOROLA

Initially training unskilled workers to do their job

better.

By 1978 company recognised importance of

training and employees were encouraged to

trouble shoot on their own.

1979 company tried training executives but failed

due to lack of willingness.

MTEC ( M O T O R O L A T R A I N I N G A N D E D U C A T I O N C E N T E R )

Set up in 1980

Objectives to expand participative management

and improve product quality

Also wasn’t successful due to lack of interest and

resistance to change by the employees

Tried tie ups with local educational institutions but

did not match up to Motorola's standard

THE MOTOROLA UNIVERSITY

Established in 1989

Most of instructors in the university were not regular

professors but visiting professors.

Instructions were tailor-made to meet the unique needs of

the company.

Training was integrated with project execution, rather

than preceding it

Learning at Motorola was not monotonous

Contd……

Offered training to synergize employee education with

business targets.

Annual performance reviews

Individual dignity entitlement program

Heavily invested in employee training program than

other companies did.

Motorola offered training to all its employees from top

management executives to factory workers

TRAINING

Offered in three broad categories• Engineering • Manufacturing• Sales and marketing

Further categorised as• Relational skills• Technical skills• Business skills

List of few course offered by University

Course title Type of course Duration Description

Vice Presidents Institute

Leadership Development

4 days

For new V P, Faculty includes Moto CEO, COO and other senior officers

Asian impact for Motorola

Leadership Development, Business Acumen Development

15 days

For potential GM in the Asia/Pacific region held in Asia only

General Managers Toolkit

Functional Refreshers

1 day each

Strategy & tactics, Financial management, Customer and market focus, Biz operations etc..

Building World class leaders through Coaching

Coaching skill Development

2-3 DaysIntroduced in 1999. Offered world wide

Leadership Accelerated Program

Leadership Development Action

20 Days

Designed for new managers in India. Offered only in India.

BENEFIT S OF TRAIN ING AT MOT OROLA UNIVERSIT Y

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.

CHANGES

After 1990 university started to offer several

minor courses

Also offered courses to outsiders who paid

E- learning

E - LEARNING

E - LEARNING

Innovative learning methods…• Virtual classrooms• CD-ROMS• Multimedia • Satellite conferences

THE CHANGE E -LEARNING BROUGHT…

Rise in web-based learning

Compulsory training discontinued

Specific and unique learning needs

THE TIME AND COST ADVANTAGE

More than 1,50,000 employees

Wide range of programs

Training time reduced by 50%

DISADVANTAGES OF E-LEARNING

Unilateral presentation

No chance of discussion

Thank You