Training and Development at Motorola

1. Training and Development at Motorola

2. Setting Training Objectives • Align/match identified training needs with training objectives. • Define objectives in specific, measurable terms: • In terms of desired employee behaviors. • In terms of the results that are expected to follow from such behaviors. • Information for setting objectives should come from the organization’s performance management system. • But…….

3. HOW TO WE GET TRAINING OBJECTIVES?

4. Business Strategy A plan that integrates the company’s goals, 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 company’s activities toward specific goals

5. Business Strategy & Training • How Does Strategy influence Training and Development? • Indirectly Training can help employees develop skills needed to perform their jobs, which directly affects the business. • Directly Strategy has an impact on the type and amount of training that occurs, whether resources should be devoted to training, and the type, level, and mix of skills needed in the company.

6. Examples • Will we train for current job or develop skills 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 problem emerge or proactive (preventative)? • Should we invest resources in T&D or in other HR functions (i.e., selection)?

7. Strategic Training and Development Process

8. Motorola

9. Business Strategy A plan that integrates the company’s goals, policies, and actions strategy influences how the company uses its physical capital (plants, financial capital, andhuman capital Business strategy helps direct the company’s activities toward specific goals What is Motorola’s business strategy?

10. Business Strategies & Training Implications

11. Motorola Case A • At the end of Case A, Bob Galvin wants to increase training and development activities at Motorola? • How is what he is proposing different from what Motorola is already doing? • What are the reasons to expand training as he suggests? • What are the reasons NOT to expand training as he suggests? Is his suggestion strategic? Why or why not?

12. 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?

13. A Little about Six Sigma • Six Sigma at Motorola • Goal = quality measures six standard deviations better than the mean! • Six Sigma Model • Define Opportunity for Performance Improvement • Measure Performance – Identity what and how • Analyze Opportunity – Root Causes of Problem • Improve Performance – Choose & implement solution • Control Performance – Implement performance monitoring system

14. How did Six Sigma fit Motorola’s staffing strategy?

15. 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 reinforce training  $33 per $1 ROI • Taught either quality tools or process skills & manager reinforcement  broke even • Plants that taught curriculum but did not reinforce through management  negative ROI • Lesson: Training must be reinforced from the top for transfer to occur

16. Cross-Functional Training • Management buy-in identified as critical  Now train the senior managers first, before employees to facilitate transfer • Training content • Unity of Purpose – Quality is achieved by cross-functional collaboration (marketing, product design, manufacturing) • The BIG problem – Basic Skills of manufacturing employees • Only 49/480 applicants can pass a basic math test

17. Should Motorola Train Basic (Reading & Math) Skills? • Reasons to train Basic , General Skills • Reasons Not to Train Basic, General Skills

18. 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 bid away or “poached” for higher salaries. • Specific skills are useful for only certain jobs at certain firms. • Increases job performance but does not prepare employees for future jobs.

19. General Skills Training:Tuition Reimbursement October 15, 2001BusinessWeek's 2001 survey say their employers should have more clearly defined how an EMBA degree would affect their career paths. No surprise, then, that recent EMBA grads report that anywhere from 40% to 70% of their classmates changed jobs during or after the program.

20. 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

21. “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

22. Participation in Tuition Reimbursement and Voluntary Turnover 1996-2000 N = 12,360 Those who earned a degree split by receiving reward afterward

23. Promotion, Tuition-Reimbursement and Voluntary Turnover 1996-2000 N = 12,360 χ2 (p < .001)

24. Findings • Those receiving current tuition-reimbursement more likely to stay • After earning a degree • Promoted  Likely to stay • Not promoted  Likely to leave • If well managed, tuition-reimbursement can: • Attract high-quality employees • Strengthen employee capabilities • Reduce turnover • But only if you USE employee skills

25. Back to Motorola • Should Motorola develop general skills among its employees? Why or why not?

26. Manufacturing Employees • 60% of current manufacturing employees could not do basic arithmetic • “Ten is what percent of 100?” • Why not? • Yet employees had improved quality 10X • How? • Lesson: • Problem:

27. Basic Education Problem • Remedial elementary education added to training requirements • Huge revenue investment • Morale issues • Motorola’s Position: Remedial math & reading are like all other skills training • Policy • If refused retraining  fired • If retrained by failed  new job, reassigned

28. 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 recruits new ones

29. 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 China • Works with 21 higher education institutions in China • Involved in Chinese EMBA market

30. Motorola’s More Recent History • October 26, 2007 – Chicago Daily Herald • CEO Ed Zander is optimistic change is coming • Motorola has had no hits with cell phones for 3 years since 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 handset division?

31. Motorola Today • August, 2008, Sanjay Jhaappointed as co-CEO with Greg Brown • Former COO at Qualcom appointed to take over handheld business until it is spun out into its own company in Q3 2009 • Challenge to overcome “engineer-driven” culture and change to a more market-driven culture • Possible move of division to west coast

32. Motorola Today July 10, 2008 “Motorola's Market Share Mess” The company's lack of compelling new phones continues to depress market share, which threatens plans to spin off the handset division

33. Motorola as an Investment

34. Motorola’s Comeback

35. Can Today’s Motorola Innovate? The Motorola Aura The Motorola Aura The Motorola Droid http://Motorola Droid Motorola Cliq (T-Mobile Android Devise)

36. The Droid Reviews • “Every now and then a phone comes along that shakes up the market. The Motorola Droid is one 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 go head-to-head with the Apple iPhone, and has priced it accordingly: $200 with a two-year contract and $100 mail-in rebate. And those who purchase it through Best Buy don't have to hassle with mailing in the rebate. • Motorola Droid

37. Xoom • Intro to Xoom • “Motorola Xoom Could Launch February 17” • “Motorola Xoom priced at $800 at a minimum, according to Verizon leak” • Demo of Xoom

38. Motorola • Motorola on the upswing due to entry into smartphone 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 of Android operating system (Google’s battle with Chinese government; launching own smartphone) • Cliq has not been as well received as Droid • What do we expect from the XOOM?

39. Motorola Strategy & T&D Business Strategy Training & Development Fewer Quality, Error-Free Products • Six Sigma • Train front-line manufacturing staff • Min. Training hrs. Former Motorola Current Motorola ??? Multiple Innovative Products

40. Today’s MotorolaStrategic Analysis

41. Today’s MotorolaStrategic Analysis • Based on your SWOT analysis, answer the following questions: • What challenges is Motorola facing? • What continuing strength does Motorola possess? • What is Motorola’s business strategy? • Based on your answers to questions above, make recommendations for Motorola’s Training and Development TODAY? • Who should be trained? • What should be trained? • How should this be trained? • Report Out

42. What Happened to Bob Galvin? • 1990 - Retired from Motorola board • 1991 – Awarded National Medal of Technology • 1991 - Elected to Business Hall of Fame • 2004 – Founds Galvin Electricity Initiative • Goal to build perfect electric system that will never black out • 2005 – Awarded Vannevar Bush Awardfor Visionary Leadership from National Science Board • Now lives with wife Mary in Barrington, IL • Four children, 13 grandchildren

43. 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