Motorola Case Mudita

8/9/2019 Motorola Case Mudita

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EMPLOYEE TRAINING ANDEMPLOYEE TRAINING ANDDEVELOPMENT AT MOTOROLADEVELOPMENT AT MOTOROLA


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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


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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'


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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


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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


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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


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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.


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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


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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.


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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


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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.


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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.


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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.


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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


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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.


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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.


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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.


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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.


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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


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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.


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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.

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Motorola Case Mudita