Upload
mihika17
View
217
Download
0
Embed Size (px)
Citation preview
8/9/2019 Motorola Case Mudita
1/21
EMPLOYEE TRAINING ANDEMPLOYEE TRAINING ANDDEVELOPMENT AT MOTOROLADEVELOPMENT AT MOTOROLA
8/9/2019 Motorola Case Mudita
2/21
Top Training CompanyTop Training Company
1928 Motorola began Employee training
Started as a purely technical product training
1980
Emerged as a model organization for employee education, training and
development. Developed Motorola Training and Education Center (MTEC)
1989 Status of MTEC was elevated to Motorola University
1998 E-learning Program was developed
8/9/2019 Motorola Case Mudita
3/21
y Employee productivity improved through training
y Quality-wise Motorola's products becamesynonymous with perfection.
y Motorola University was the cornerstone of
corporate learning.
y American Society for Training and Development(ASTD) named Motorola the 'Top Training Company
y Robert Galvin was given Champion of WorkplaceLearning and Performance Award'
8/9/2019 Motorola Case Mudita
4/21
Background of the companyBackground of the company
y Founded in 1928 by Galvin Brothers
y Its first product was a "battery eliminator
y
In 1930s, they made car radios under the brand name"Motorola
y 1940- Daniel Noble joined as Director of Research
y He was a pioneer in FM radio communications and
semiconductor technology
8/9/2019 Motorola Case Mudita
5/21
y 1941 company established:
communication division subsidiary sales corporation, Motorola Communications
and Electronics
y
1947- company's name was changed from GalvinManufacturing Corporation to Motorola Inc.
y 1947- entered the television market
y 1949- launched a research & development facility in
Arizona
8/9/2019 Motorola Case Mudita
6/21
y 1956- produced semiconductors for sale to
other manufacturers.y 1960s- expanded into international market
y 1970- manufactured watch batteries,
microprocessors.
y 1984- introduced DynaTAC- handheld phone
y
2005- comprehensive communication serviceprovider
8/9/2019 Motorola Case Mudita
7/21
Training and development initiativesTraining and development initiatives
y Started training in 1920
y Till 1980 had their own standard employee
development activity- training key activityy Learning was mainly through:
observation
trial and error method.
y Training provided to improve communication and
sharpen their calculation skills.
8/9/2019 Motorola Case Mudita
8/21
y After World War II technology changed so
training program had to be changed
y Before changing the training program the
capabilities of the workers were studied.
y This made them enter new areas of education
y Training was made two pronged:
Fundamental training level
Development level
8/9/2019 Motorola Case Mudita
9/21
y Five year training program designed in 1979
y Motorola Executive Institute was established.
y Top management trained in international
business issues.
y Learning was great deal but implementation nil.
y
This was because of unwillingness of topmanagement to change.
8/9/2019 Motorola Case Mudita
10/21
y Training need identified for executives & workers.
y
For this Motorola Training and Education Centerestablished in1980
y Objectives of this program: Expand participative management process
Help improve quality of products tenfold in coming five years
y Five part curriculum was designed with thrust on productquality Quality Control
Industrial Problem Solving Presenting Conceptual Material
Effective Meetings
Goal Setting
8/9/2019 Motorola Case Mudita
11/21
y Evaluation of this program showed no
positive result.
y So a self-help material developed as
homework packages.
y It was also unsuccessful.
y Motorola changed its strategy of employee
loyalty
y It was stated that employees would be
retrained on new technologies and anyonerefusing it would be dismissed.
8/9/2019 Motorola Case Mudita
12/21
y Results not achieved because of conflicting
behavior of manager of different levels.
y So integration of training program of top
and bottom management decided.
y This resolved the conflicts.
8/9/2019 Motorola Case Mudita
13/21
Motorola UniversityMotorola University
y Focused on ContinuousLearning.
y Education was viewed as aninvestment rather than a cost.
y Operate as a change agent
y Link between employeeeducation and business strategy
y Learning objectives included :
reducing costs in operations
Improving product quality
Accelerating new productdevelopment
Fundamentals of CAD, robotics
Communication skills
Customized manufacturing
y Emphasis on participativemanagement, empowerment,motivation, dignity and ethics.
8/9/2019 Motorola Case Mudita
14/21
Training Instructions
EngineeringSales &
MarketingManufacturing
Technical
skill
Business
skill
Relational
skill
Basic math, electronics, accounting,computer operation, statistical
process control
Customer satisfaction,effective meetings,
manufacturing, supervision,negotiation, etc.
Training Curriculum at Motorola University
8/9/2019 Motorola Case Mudita
15/21
y Chief Learning Officer was appointed.
y In 1990s the university offered many other minor courses. Managing the Software Development Process
Short-Cycle Manufacturing
Leadership Development ,etc.
y Instructions were tailored to meet company requirements.
y Every instructor had to follow Motorolas method ofparticipative instruction and learning
y Employees learnt by developing and inventing their own productsas well.
y Training helped in achieving tangible results.
8/9/2019 Motorola Case Mudita
16/21
y Effectiveness of training program was measured
using Kirkpatrick model
y Remedial training was provided to employees
who had performance deficiencies.
y Individual Dignity Entitlement Program was
also started.
All supervisors had to discuss with their teammembers about the training requirements
y About 5% of payroll was spent on training.
8/9/2019 Motorola Case Mudita
17/21
Benefits of EBenefits of E--LearningLearning
y Self-directed learning process
y Enabled employees to fulfill their specific and
unique learning needs.
y Cycle time for learning had reduced by one third.
y
Actual training times were reduced by 50%
y Distribution of training materials was donevirtually in real time.
8/9/2019 Motorola Case Mudita
18/21
Training resultsTraining results
y Motorola reduced costs by $10 bn
y Productivity measured by sale/employeeincreased 139%
y Each training program helped employees achievea certain level of expertise.
y
Critics too changed their perception.
y It proved that continuous learning may be one ofthe smartest investments.
8/9/2019 Motorola Case Mudita
19/21
EE-- learning Initiativelearning Initiativey
Established College of Learning Technologies (CLT)
y Educational delivery systems: Satellite
Internet
Virtual classrooms
y Innovative learning : Online experiences
CD ROMs
Multimedia: video and satellite conferences
y Courses and training materials were provided on the Intranet. Interactive courses
Lectures broadcast by experts
Online library of reference materials
8/9/2019 Motorola Case Mudita
20/21
Self Directed Learning ProgramSelf Directed Learning Program
y Just In Time Lecture Series for
employees.
y Motorola: Yesterday, Today and
Tomorrow for new employee
orientation process.
y First Time Leaders Survival Kit for newly
appointed supervisors.
8/9/2019 Motorola Case Mudita
21/21
Focus on EFocus on E--learninglearning
y Employees received 35 % of educational solutions viaweb-based learning process and 65% throughinstructor-led classroom training.
y
Employees were no longer required to undergo thecompulsory 40 hour training every year.
y Training was based on relevance and not hourscatering to specific needs of employees.
y Employees signed a personal commitment. Itincluded a strategically driven educational plandirectly tied to an employees performance review.