Training & Development at

MotorolaSubmitted by-

Anjali MehtaPgdm2 - 1504

Company Profile

Abstract

Training & development: A culture in

Motorola Initial efforts

Motorola University

Stress on e - learning

Conclusion

Bibliography

COMPANY PROFILE & HISTORY

Motorola Inc. was founded on 25th September, 1928 in Schaumburg, Illinois, United States. It was an American multinational, founded by Galvin brothers, Paul and Joseph.

It was initially named Galvin Manufacturing Corporation.

After having lost $4.3 billion from 2007 to 2009, the company was divided into two independent public companies, Motorola Mobility and Motorola Solutions on January 4, 2011.

The company's first products were battery-eliminators, devices that enabled battery-powered radios to operate on household electricity.

On May 22, 2012, Google bought Motorola mobility and in the year 2014, Lenovo purchased it from Google. Motorola has over 40, 000 employees all over the world (2014).

ABSTRACT US based Motorola is one of the leading

telecommunication companies of the world. Motorola is being recognized as one of the

companies that pay a great heed to employee training and development right from its start.

This assignment talks about some of the training and learning ethics that are ingrained in the culture of the Motorola.

Various training initiatives taken by Motorola over time are discussed in detail and what was their impact on employees’ performance and productivity.

Some of the e- learning initiatives taken by the company are also being discussed.

TRAINING & DEVELOPMENT: A CULTURE IN MOTOROLA

Motorola began training its employees right from its inception in 1928, when it was just a technical product training on the factory floor.

It just focused on training the new employees about how to handle manufacturing equipments.

But by 1980’s Motorola emerged as an apex organization showcasing the world, how to invest in your employees to educate, train and develop them.

INITIAL EFFORTS Motorola required three things from their

manufacturing employees. They must have communication and computation skills at the seventh grade level.

But with the advent of 1990’s, Motorola understood that the change has to continuous and participative in order to stick in the market.

From just simple skill training at the start, Motorola training moved out in both directions: down, toward grade school basics as fundamental as the three R’s; up, toward new concepts of work, quality, community, learning, and leadership

MOTOROLA UNIVERSITY In 1979, Bob Galvin, then Motorola’s CEO, asked the

human resource department to put together a five-year training plan.

He strongly felt that the Motorola workers need to be upgraded in order for Motorola to sustain in this competitive world. Galvin had made two earlier attempts at company-wide education.

The first focused on new tools, new technology, and teamwork, but it didn’t produce the results he wanted.

So he set up the Motorola Executive Institute, an intensive, one-time course for 400 executives that tried to give them an MBA in four weeks.

The participants learned a great deal, but again, the ultimate results were disappointing.

MOTOROLA UNIVERSITY Galvin, who earlier assumed that change had

to make its way through a company from the top down, now realized that the top probably wasn’t going to lead the attack until all the employees wanted change to take place, even employees at the most bottom level.

Motorola had to educate everyone and make people understand and appreciate the need for change.

  These former institutes set up in Motorola,

later culminated into Motorola University which gave its employees a new learning platform.

STRESS ON e- LEARNING

A new internal institute called College of Learning technologies (CLT) was created to deliver training programs effectively through virtual classrooms, satellites and internet.

This department laid focus on delivering learning material to all Motorola employees throughout the world at any convenient time.

The training programs were made more interactive using multimedia like videos, creative presentations.

It included a varied range of courses and skill development training programs. This initiative of Motorola revolutionized corporate training in true sense.

All the steps taken by Motorola lead to excellence in its products and enhanced employees’ productivity as well as their job satisfaction

These training and development culture served the dual purpose of not only upgrading Motorola’s employees but it attracted young talents to be part of the organization.

The training practices of Motorola make it stands among the best companies of the world that recognize the importance of training and development and implement it successfully.

The attitude of Motorola towards its employees training has transformed the way the corporate world looks at training.

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