Class 2 - Motorola for Website (1)

8/11/2019 Class 2 - Motorola for Website (1)

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Training and

Development atMotorola


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Setting Training Objectives

Align/match identified training needs withtraining objectives.

Define objectives in specific, measurable

terms: In terms of desired employee behaviors.

In terms of the results that are expected to followfrom such behaviors.

Information for setting objectives should comefrom the organizations performance

management system.

But.


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HOW TO WE GET

TRAINING

OBJECTIVES?


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Business Strategy

A plan that integrates the companysgoals, policies, and actions

The strategy influences how the company

uses its resources: physical capital (plants, technology, and

equipment)

financial capital (assets and cash reserves)

human capital (employees) Business strategy helps direct the

companys activities toward specific goals


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Business Strategy Training

How Does Strategy influence Training andDevelopment?

IndirectlyTraining can help employees

develop skills needed to perform their jobs,which directly affects the business.

DirectlyStrategy has an impact on thetype and amount of training that occurs,

whether resources should be devoted totraining, and the type, level, and mix of skillsneeded in the company.


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Examples

Will we train for current job or developskills for future jobs?

How customized should training be?

employee, team, unit, or division Should trainers be internal or external?

Who should be trained?

Restricted to certain employees or open to all?

Should training be reactive when problememerge or proactive (preventative)?

Should we invest resources in T&D or in

other HR functions (i.e., selection)?


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Strategic Training and

Development Process


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Motorola


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Business Strategy

A plan that integrates the companysgoals, policies, and actions strategy influences how the company uses its

physical capital (plants, financial capital, andhuman capital

Business strategy helps direct thecompanys activities toward specific goals

What is Motorolas

business strategy?


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Business Strategies &

Training Implications

Concentration

Internal

Growth

ExternalGrowth

Disinvestment


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Motorola Case A

At the end of Case A, Bob Galvin wantsto increase training and developmentactivities at Motorola?

How is what he is proposing different fromwhat Motorola is already doing?

What are the reasons to expand training ashe suggests?

What are the reasons NOT to expandtraining as he suggests?

Is his suggestion strategic?

Why or why not?


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Motorola Expands Training

(Case B)

All employees to be trained(from entry level up)

Focus: near perfect quality How did this training influence

corporate culture?


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A Little about Six Sigma

Six Sigma at Motorola

Goal = quality measures six standard deviationsbetter than the mean!

Six Sigma Model

Define Opportunity for PerformanceImprovement

Measure PerformanceIdentity what and how

Analyze OpportunityRoot Causes of

Problem Improve PerformanceChoose & implement

solution

Control PerformanceImplement

performance monitoring system
http://www.youtube.com/watch?v=UGAwluWIEo0http://www.youtube.com/watch?v=UGAwluWIEo0


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How did Six Sigma fit

Motorolas staffing strategy?


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Motorola ROI study

Does Training deliver a return-on-investment?

Three Types of Plants

Taught curriculum of both quality tools and

process skills & senior managers reinforcetraining$33 per $1 ROI

Taught either quality tools or process skills &manager reinforcementbroke even

Plants that taught curriculum but did not reinforcethrough managementnegative ROI

Lesson: Training must be reinforced from the top fortransfer to occur


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Cross-Functional Training

Management buy-in identified as critical Nowtrain the senior managers first, beforeemployees to facilitate transfer

Training content Unity of PurposeQuality is achieved by

cross-functional collaboration (marketing,product design, manufacturing)

The BIG problemBasic Skills ofmanufacturing employees Only 49/480 applicants can pass a basic math test


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General vs. Specific Skills

General skills are useful at all or most firms. T&D which develops skills useful at other firms.

Increases the likelihood that employees will be bidaway or poached for higher salaries.

Specific skills are useful for only certain jobs atcertain firms. Increases job performance but does not prepare

employees for future jobs.


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General Skills Training:

Tuition Reimbursement

October 15, 2001

BusinessWeek's 2001 survey say their employersshould have more clearly defined how an EMBAdegree would affect their career paths. Nosurprise, then, that recent EMBA grads report

that anywhere from 40% to 70% of theirclassmates changed jobs during or after theprogram.
http://www.businessweek.com/index.html


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Reasons to Provide General

Skills Training

Attract Quality Employees Employer of Choice

Who values skills training?

Improve Employee Skills Stay on the cutting-edge

Enhance employee ability to contribute

Retain Skilled Employees Employability or learning contract


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You Paid for Them Study Info

~10,000 full-time salaried employees.

~12,000 current and former employees 1996-

2000 were analyzed using HRIS records.

~1,000 survey responses.

U.S. employees only.

Tuition-reimbursement 1996-2000

38% salaried employees participated

9% salaried employees earned a degree


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Participation in Tuition Reimbursementand Voluntary Turnover 1996-2000

6.1%

10.6%

8.3%

14.1%

5%

6%7%

8%

9%

10%

11%

12%

13%

14%

15%

Not Participated(N=7410)

Took Classes(N=5303)

Earned Degree,NoPromotion (N=835)

Degree thenPromotion (N=392)

N = 12,360

Those who earned a degree splitby receiving reward afterward


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Promotion, Tuition-Reimbursement andVoluntary Turnover 1996-2000

0%

2%4%

6%

8%

10%

12%

14%

16%

Promoted Not PromotedVoluntaryTurnover19

96-2000

Not Participated(Promoted 96-00)

Took Classes

(Promoted 96-00)

Earned a Degree

(Promoted After)

N = 12,360

2(p < .001)


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Findings

Those receiving current tuition-reimbursementmore likely to stay

After earning a degree

PromotedLikely to stay Not promotedLikely to leave

If well managed, tuition-reimbursement can:

Attract high-quality employees Strengthen employee capabilities Reduce turnover But only if you USE employee skills


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Back to Motorola

Should Motoroladevelop generalskills among its

employees? Whyor why not?


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Manufacturing Employees

60% of current manufacturing employees couldnot do basic arithmetic Ten is what percent of 100?

Why not?

Yet employees had improved quality 10X How?

Lesson:

Problem:


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Basic Education Problem

Remedial elementary education added totraining requirements

Huge revenue investment

Morale issues

Motorolas Position: Remedial math & readingare like all other skills training

Policy

If refused retrainingfired

If retrained by failednew job, reassigned


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Partnering with Community Colleges

Early Foundation for Motorola University

Share resources

Faculty

Curriculum Equipment

Facilities

Students (interns)

College gains resources and insight into real-world issues

Motorola develops employees and recruitsnew ones


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Motorola University is born

1989: Emerged from MTEC

University positively received by

Colleges

Motorola U must be relevant

To the corporation

To the job

To the individual

1993: Motorola University

expands to ChinaWorks with 21 highereducation institutions in ChinaInvolved in Chinese EMBAmarket


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Motorolas More

Recent History

October 26, 2007Chicago Daily Herald CEO Ed Zander is optimistic change is coming

Motorola has had no hits with cell phones for 3 yearssince the Razr

November 30, 2007 Ed Zander steps down, former COO Greg Brown

appointed new CEO

Brown deemed a rising star by Fortune (2006), can

he revive Motorola? Will he spin off the handsetdivision?


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Motorola Today

August, 2008, Sanjay Jhaappointed as co-CEO withGreg Brown Former COO at Qualcom

appointed to take overhandheld business until it isspun out into its owncompany in Q3 2009

Challenge to overcomeengineer-driven cultureand change to a moremarket-driven culture

Possible move of division towest coast


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Motorola Today

July 10, 2008

Motorola's Market Share MessThe company's lack of compelling newphones continues to depress market

share, which threatens plans to spin offthe handset division
http://www.businessweek.com/index.html


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Motorola as an Investment


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Motorolas Comeback


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The Droid Reviews

Every now and then a phone comes along that

shakes up the market. The Motorola Droid isone such device. Generous, high-resolution display, a large keyboard,

16 GB of storage, and a laundry list of other features.

Verizon hopes the Droid will be able to gohead-to-head with the Apple iPhone, and haspriced it accordingly: $200 with a two-year

contract and $100 mail-in rebate. And thosewho purchase it through Best Buy don't have tohassle with mailing in the rebate.

Motorola Droid
http://www.youtube.com/watch?v=-fhjZ2yox_Ehttp://www.youtube.com/watch?v=-fhjZ2yox_E


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Xoom

Intro to Xoom

Motorola Xoom Could Launch February 17

Motorola Xoom priced at $800 at aminimum, according to Verizon leak

Demo of Xoom
http://www.youtube.com/watch?v=D7zheLybA-Qhttp://www.youtube.com/watch?v=nR0eRLxIT34&feature=relmfuhttp://www.youtube.com/watch?v=nR0eRLxIT34&feature=relmfuhttp://www.youtube.com/watch?v=nR0eRLxIT34&feature=relmfuhttp://www.youtube.com/watch?v=D7zheLybA-Qhttp://www.youtube.com/watch?v=D7zheLybA-Q


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Motorola

Motorola on the upswing due to entry intosmartphone market

More recent focus on innovation and addition of

many products to the marketplace Still, some areas for concern

Motorola closed aligned with Google due to use ofAndroid operating system (Googles battle with

Chinese government; launching own smartphone)

Cliq has not been as well received as Droid

What do we expect from the XOOM?


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Motorola Strategy & T&D

BusinessStrategy

Training &Development

FormerMotorola

CurrentMotorola

Fewer Quality,Error-FreeProducts

MultipleInnovativeProducts

Six SigmaTrain front-linemanufacturing staffMin. Training hrs.

???


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Todays Motorola

Strategic Analysis


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Todays Motorola

Strategic Analysis

Based on your SWOT analysis, answer thefollowing questions: What challenges is Motorola facing?

What continuing strength does Motorola possess?

What is Motorolas business strategy?

Based on your answers to questions above,make recommendations for Motorolas

Training and Development TODAY? Who should be trained?

What should be trained?

How should this be trained?

Report Out


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What Happened to

Bob Galvin?

1990 - Retired from Motorola board

1991Awarded National Medal ofTechnology

1991 - Elected to Business Hall of Fame

2004Founds Galvin Electricity Initiative

Goal to build perfect electric systemthat will never black out

2005Awarded Vannevar Bush Awardfor Visionary Leadership from NationalScience Board

Now lives with wife Mary in Barrington, IL

Four children, 13 grandchildren
http://en.wikipedia.org/wiki/Vannevar_Bush_Awardhttp://en.wikipedia.org/wiki/Vannevar_Bush_Awardhttp://en.wikipedia.org/wiki/Vannevar_Bush_Awardhttp://en.wikipedia.org/wiki/Vannevar_Bush_Award


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Some References

http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9126803&intsrc=news_ts_head

http://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.html

http://www.techtree.com/techtree/jsp/article.jsp?article_id=97933&cat_id=893

http://techdirt.com/articles/20090113/0753123392.shtml

http://www.motorola.com/content.jsp?globalObjectId=3082

http://www.motorola.com/content.jsp?globalObjectId=8892

http://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=MOT

http://www.businessweek.com/investor/content/jan2009/pi20090115_717627.htm
http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9126803&intsrc=news_ts_headhttp://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9126803&intsrc=news_ts_headhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/techtree/jsp/article.jsp?article_id=97933&cat_id=893http://www.techtree.com/techtree/jsp/article.jsp?article_id=97933&cat_id=893http://techdirt.com/articles/20090113/0753123392.shtmlhttp://www.motorola.com/content.jsp?globalObjectId=3082http://www.motorola.com/content.jsp?globalObjectId=8892http://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=MOThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=MOThttp://www.businessweek.com/investor/content/jan2009/pi20090115_717627.htmhttp://www.businessweek.com/investor/content/jan2009/pi20090115_717627.htmhttp://www.businessweek.com/investor/content/jan2009/pi20090115_717627.htmhttp://www.businessweek.com/investor/content/jan2009/pi20090115_717627.htmhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=MOThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=MOThttp://www.motorola.com/content.jsp?globalObjectId=8892http://www.motorola.com/content.jsp?globalObjectId=3082http://techdirt.com/articles/20090113/0753123392.shtmlhttp://www.techtree.com/techtree/jsp/article.jsp?article_id=97933&cat_id=893http://www.techtree.com/techtree/jsp/article.jsp?article_id=97933&cat_id=893http://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.techtree.com/India/News/LG_Replaces_Motorola_as_3rd_Largest_Handset_Maker/551-98056-893.htmlhttp://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9126803&intsrc=news_ts_headhttp://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9126803&intsrc=news_ts_head

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Class 2 - Motorola for Website (1)