Case study presentation:- Training & Development At MotorolaPresented by:

Aman AnamikaMansiRakhi

Introduction

US based Motorola Inc.-one of the best providers of training to its employees. HISTORY:

1970’s

New training program introduced

1980’s

Emerged as a model for training of employees

1990’s

Champion of Workplace Learning and Performance Award

Resounding success

2000s

1. Comments on T&D initiatives in Motorola(1/2) In 1980s, company looked mainly for three qualities in their prospective

employees while recruiting- Communication & computational skills Basic problem solving ability Willingness to accept work hours

Earlier employees used to learn by observing their seniors and through trial and error method, no basic training was provided by the company.

WORLD WAR II brought many changes which made the HR to change the old ways of learning and develop a proper training & development program.

Before modifying training practices, HR department conducted a study to survey the skills of the employees.

1. Comments on T&D initiatives in Motorola(2/2) Outcome of the Study on the skills of the employees:

Study revealed that employee lacked basic computational knowledge, some not even understood the product-related instructions.

So, HR focused on two pronged techniques – Teaching basics as well as introducing new concepts of work, quality,

community learning; Leadership at the developmental level.

However, the participants failed to implement what they learnt and the ultimate result was disappointing for Motorola.

Motorola Training & Education Center (MTEC) As a result, Motorola Training and Education Center was established in

1980. Objectives:

To be an agent of change. To educate Motorola’s people. To help improve quality of products. To expand participative management process.

Outcome: MTEC was a failure. HR was in a fix – how to motivate the employees? Conflicting behavioral pattern was observed in top and lower levels of

management. Therefore, two programs were designed one each for top and lower level of

management.

2. International Recognition of Motorola in T&D(1/2) After the failure of MTEC, “Motorola University” was formed in 1989 to

usher in a new era of training & development.

Objective was to provide education and training relevant to the company; to the job; & to the individual.

Three disciplines were given emphasis: Relational Skills Technical Skills Business Skills

2. International Recognition of Motorola in T&D(2/2)Features of Motorola University: Instructors were specially trained and certified to suit Motorola’s specific

requirements. Learning was made highly interactive for the employees’. Training was imparted to all levels of management. Special training program was conducted, if any deficiency was found in the

performance of an employee. Individual Dignity Entitlement program was introduced in 1990’s. Motorola invested heavily for training in Motorola University. Each training program helped to increase:

The competency of the employees; The productivity measured per employee increased by 139% for five year

ending period 1998.

3(a). Comments On E-Learning Program in MotorolaE-learning in Motorola: “E-learning is a self-directed learning process to enable employees satisfy

their specific and unique learning needs.” In 2000, Motorola incorporated e-learning strategy which helped Motorola in

the following ways: Reduced costs and expedited the training to a large number of employees

across the globe. Maintained consistency in course delivery across the world. Reduced compulsory annual 40 hours training of employees in Motorola. Actual training times reduced by 50%. Cycle time of learning had fell by one-third.

3(b). E-Training Benefits and DrawbackBenefits Drawbacks

wider reach eliminates the constraints of time, distance and travel cost-effective incorporation of audio and video technologies continuous updation

lack of motivation technical difficulties unilateral presentation less scope of discussion

ANY QUESTIONS?

THANK YOU