As a key player in the fast-paced communications market and to ensure its sustainability in the business, Motorola must be able to deliver high-quality products, solutions and service in order to keep pace with innovation-conscious customers or even be ahead of the technology development. There is no doubt that business processes/systems can be automated or computerised, but through its world-wide business setting and experience, Motorola realised that
"HUMAN RESOURCE" is the key factor that enables continuous improvement, business growth and high business returns.
Obviously, Motorola embraces the idea of investing in people and is willing to spend big money in providing training and education opportunities to its employees. 3% of its annual payroll on employees’ development is a commitment
by Motorola, not to mention the investment in setting up Motorola University, institutes, laboratories and e-learning facilities around the world. If you are the business owner, will you invest in something that does not contribute to the
company’s bottom line? I’m sure you won’t!
Since the 1980’s, Motorola has started to design structured training curriculum and align its training programmes to its business objectives. Over the years, it has been proven that the effort, money and productive time used in developing the employees were well invested. A workforce that speaks a same quality language (6 Sigma) and is well equipped with the necessary knowledge and skill sets has contribute d to the rapid business growth, especially in the early 90’s.
Worth thinking about....
What makes Motorola keep on
pumping in money to develop its
people?
Even when Motorola saw sales
and profits slip a decade ago,
their response was not in cutting
costs and layoffs. They invested
instead, not in new high-tech
machinery, but in training and in
people.
Learning and Development Framework that Ensures Investment in People Generates Result
It is always a challenge for Motorola to ensure that there are results from all the training and development activities. A 3-Pillars Model shows the commitment of Motorola in reinforcing the learning by using off-job and on-job training opportunities.
The Motorola Penang Experience - 3 Pillars Learning and Development Framework
Being the biggest Motorola set-up in the region, Motorola Penang has adopted the 3-Pillars Model to equip its workforce with the identified functional and managerial competencies. Figure 2 shows how Motorola Penang links the performance management system to the business goals and learning solutions.
The Motorola Learning & Development Framework (Figure 1), Motorola HRD Framework (Figure 2) and the Motorola Penang Experience are adapted from a presentation by Mr. Cornelius Koh (Country Learning Manager, Motorola Technology Sdn Bhd) at PSMB Conference on 4 September 2007. |