Motorola has been recognized as a top company for employee training and development. The company established Motorola University in 1980 to fulfill training needs. It offered various programs, including classroom and e-learning courses focused on job functions and leadership. This benefited employees by providing job-oriented training at their convenience. Motorola also implemented e-learning initiatives through its College of Learning Technologies department, which provided innovative learning via virtual classrooms and online materials. While e-learning provides flexibility, mobility, and low costs, it also has drawbacks like limited control over learners and potential isolation or compatibility issues.
Motorola has been recognized as a top company for employee training and development. The company established Motorola University in 1980 to fulfill training needs. It offered various programs, including classroom and e-learning courses focused on job functions and leadership. This benefited employees by providing job-oriented training at their convenience. Motorola also implemented e-learning initiatives through its College of Learning Technologies department, which provided innovative learning via virtual classrooms and online materials. While e-learning provides flexibility, mobility, and low costs, it also has drawbacks like limited control over learners and potential isolation or compatibility issues.
Motorola has been recognized as a top company for employee training and development. The company established Motorola University in 1980 to fulfill training needs. It offered various programs, including classroom and e-learning courses focused on job functions and leadership. This benefited employees by providing job-oriented training at their convenience. Motorola also implemented e-learning initiatives through its College of Learning Technologies department, which provided innovative learning via virtual classrooms and online materials. While e-learning provides flexibility, mobility, and low costs, it also has drawbacks like limited control over learners and potential isolation or compatibility issues.
Case Study on Employee Training and Development at Motorola
Submitted to Prof. Khair Jahan Sogra Professor Institute of Business Administration University of Dhaa Submitted by Muhammad !asan "erdous MBA#$%D &'#(% )a*i +e,el 'ana MBA#$%D &'#-. Tanvir !asan Cho,dhury MBA#$%D &'#$. Institute of Business Administration University of Dhaa Date of submission/ 0(1(-10$ Q.1 Motorola has been adjudged as one of the top training companies in the world. Comment on the employee training and development practice in Motorola. Why do you think the company received an international recognition for its training and development practices? ns! By learning the Training and Development method in Motorola we can comment that: The in situ learning of Motorola from its beginning earned a great appreciation where employees learn by observing the seniors. When set tasks performed by employees were enough Motorola did that but when situation changed it quickly adopted the new forms of working method by training its employees accordingly. That is without a doubt a great quality of Motorola. The training for the top management was also effective to consider and compromise between the deadlines and the efficiency. owering the gap between the top management and the employees by integrating works was really a better step to improve the !ob environment. The need assessment technique for training in Motorola was very good. The corporate"study in #$%& for testing skills was very effective since incapability of most of the employees were found out. "he readiness of the employees were also !ustified by incorporating the #' th standard basics( newer problem solving techniques( leaderships etc. which created a suitable environment for designing a sustainable training program by solving smaller machinery problems without the help of e)perts. The five year training program having proper standard can be considered fruitful as a part of the training design method. To analy*e and evaluate the effectiveness of the training program was also satisfactory because it could found out some inconsistency and ineffectiveness and the reasons behind. The main ability of Motorola think"tank was the ability to identify the underlying problems of ineffectiveness. +or e)ample( they were able to find out that the reassuming the mind set after MT,- training deters employees to development. The establishment of Motorola .niversity was a good decision because of its full" fledge education which was proved effective enough. Motorola has received an international recognition for its training and development practices because: /t has shown an instance of proper Training and Development program since #$0'. /t has established a university which is considered as one of the best institution for employee training and development. /t e)hibits the steps of designing a proper training and development program. /t has created many effective training and development method which were later been adopted by many organi*ations as e)amples. /t has set e)amples for others how to adapt in newer situations by learning effective and sustainable skills through proper training and development programs. The adaptation with the new technologies after the 1econd World War was e)emplary. /t has a capable 23 department which has the ability to properly evaluate the outcomes of the training and development program. /t has a continuous employee learning process. /t is one of the pioneers creating proper 2uman 3esource Management within the organi*ation. Q.# Motorola $niversity was established in 1%&% to fulfill training and development needs of employees at Motorola. 'tudy the training programs offered by Motorola $niversity and how it benefited the target audience. ns! 4arious training programs offered by Motorola .niversity can be summari*ed as follows: Motorola $niversity(s classroom training and e)learning courses! These focus on !ob functions as well as leadership( management and compliance *ducational assistance programs! They reimburse the tuition and fees for many employees working on degree and non"degree certificates or similar programs related to their work *+ternal institutions, seminars and conferences! ,mployees use e)ternal programs to supplement internal training "echnology)based learning resources! -ontent for resources such as podcasts and knowledge"sharing communities is generated internally by sub!ect matter e)perts or by the user and reviewed by sub!ect matter e)perts. Target audiences benefited from the training programs in several ways. 1ome of these are mentioned below: Motorola .niversity offers various training and development programs according to the need of employees. These programs have various time duration . ,mployees can take required programs according to their convenience. Training and development programs are developed and maintained by professional personnels instead of conventional teachers. This ensures the efficiency of the programs. 5rograms are designed in such a way that every program is !ob oriented( not monotonous and effective. Training design helps to identify the problems properly and corresponding remedy effectively. Training programs are so interactive that these programs are not confined ain any specific pattern. 5articipants are always welcome to interact and share their view. ,ach training program helped employees achieve a certain level of e)pertise. /ts efficiency reflects in the reduction of costs and waste.Motorola .niversity invented new methods and implement these to ensure proper learning. Q.- Critically comment on the e)learning initiatives of Motorola. What are the benefits and drawbacks of e)learning in employee training and development? *+plain. ns! *)learning initiatives of Motorola focused on the following factors: Motorola .niversity created a new internal institute named -ollege of earning Technologies 6-T7 to develop educational delivery systems through satellite( /nternet and virtual classrooms. This department was responsible for providing innovative learning via virtual classrooms( online e)periences( use of -D"38M1 and through multimedia such as video and satellite conferences. The university placed a large selection of courses and training materials on its intranet ( available around the world at any time to its .employees .enefits and drawbacks of e)learning in employee training and development! The use of e-learning has boomed over the years to become a popular and accepted form of learning. However it has its pros and cons much like other forms of learning process. The Advantages/ Benefits: Flexibility E-earning can be done in a staggered fashion so it can fit around your schedule. !nlike traditional training" one not needed to dedicate ones entire day to training her#his company organi$ed. %f she#he only have an hour of free time a day" she#he can easily dedicate that to e-learning. Mobility &ince e-learning can be done on mobile devices such as laptops" tablets and smart-phones" one can learn almost everywhere and not be confined in her#his office with traditional methods. earning can be done whenever one has free time on the road. Everywhere is now her#his classroom. No Travel As mentioned above" e-learning is very mobile. &ince it is not uncommon for traditional training to be sourced at great distances" using e-learning means that one does not need to travel. Low Cost 'o need to rent e(uipment" rooms or trainers when one use e-learning. The savings can be considerable if one already has the device on hand for learners. Error: Referene so!re not fo!ndMade for "o! !nlike traditional training that is made to fit the ma)ority" e-learning courses can be made to fit an individual. %f one think that she#he already know a specific course" she#he can skip it and focus on other areas she#he feel need to work more at. This gives learners the ability to learn on their own pace" a feat traditional learning can*t do. #lobal Reah +ompanies can ensure that their employees receive the same learning content regardless of their location and also their nationality. %f one want to be sure that methodologies are translated well despite the geographical barrier" e- learning is the way to go. The $isadvantages/$rawba%s : Li&ited Control earners with low motivation might fall behind when using e- learning as there are no set deadlines and times. They might get too complacent and rush things up when re(uired. Learning A''roah &ome prefer traditional learning since they want real life human interaction compared to )ust viewing or watching it in the screen. &ome may prefer images" some words while others want hands on e,perience. Error: Referene so!re not fo!nd(solation -uestions are easily answered when participants are face to face with the trainer. &ince e-learning is usually done outside working hours" most of the time they can*t get a hold of trainers that are mostly available during working hours. This can invoke a feeling of isolation can demotivate learners since they don*t have assurance and support. Co&'atibility (ss!es There is always the risk of incompatibility when it comes to e-learning. +ompanies must ensure that the device used by learners is supported by the platform. .or e,ample" .lash is not supported by i/ads. /oor internet connection can also be a problem. Error: Referene so!re not fo!ndCo&'!ter Literay Employees that are not re(uired to use computers on their daily routine might have a hard time using the platform. %f their )ob doesn*t re(uire them to handle computers" this can be very daunting for them. These employees are likely to learn a lot less compared to traditional methods.
Vikash Yadav, Anil Kumar Dubey, Harivans Pratap Singh, Gaurav Du - Process Mining Techniques For Pattern Recognition - Concepts, Theory, and Practice (2022, CRC Press) - Libgen - Li