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Training and Development
We offer training and development opportunities that are aligned to our business priorities and enable employees to learn new skills and advance their careers.
As part of our annual performance-management process all employees create development goals with their managers. This helps to monitor performance, identify training opportunities and set career goals. Progress against this plan is discussed during an interim review and a year-end summary meeting. Development goals contain three areas and provide guidelines on the focus for each:
Educational programs include:
- Classroom training and e-learning courses: Training and courses focus on job functions as well as leadership, management and compliance
- Technology-based learning resources: Content for resources such as podcasts and knowledge-sharing communities is generated internally by subject matter experts or by the user and reviewed by subject matter experts
- Educational assistance programs: We reimburse the tuition and fees for many employees working on degree and non-degree certificates or similar programs related to their work
- External institutions, seminars and conferences: Employees use external programs to supplement internal training and receive training credit for external and internal training
Leadership development
In our first year at Motorola Mobility, we will review our leadership development programs to ensure they are aligned with our values and deliver the competencies required in the new company. The global review process will also ensure that we develop consistent skills across the company.
Our leadership portal contains positive examples of leadership using podcasts, videos by senior leaders on management subjects, success stories, and links to websites with free or inexpensive tools and information. The training site offered a low-cost way of continuing our leadership development activity during challenging economic times. By focusing on the subject most relevant to managers’ immediate business needs we ensured they gained the most value from taking time out to train.
Learning 2.0
We are adapting our training to suit the next generation of digitally literate and geographically dispersed employees.
Using a variety of new technologies, including rapid e-learning, virtual classrooms and mobile learning, we are invigorating our training methods to ensure they remain effective and relevant. We are also providing tools to help employees solve problems through collaboration. Our intranet includes social networking sites where people can share ideas and join online communities to solve problems. These include:
- Motmot (our Twitter)
- Motopedia (our Wikipedia)
- Peoplenet (our Facebook)
- Techtube (our YouTube)
Read more about how we are energizing training and sustaining innovation.
In 2010, we invested $23 million globally in training and development. Approximately 60 percent of this was spent on classroom training and e-learning, 18 percent on education assistance and 4.5 percent on executive education. The remainder was spent on one-off training events and seminars.
The average training hours per employee was 30 hours, down from 36 in 2009, continuing the shift from classroom training to shorter online and on-demand training.
The amount we spent on education and training decreased in 2010, reflecting our continued shift away from classroom training to lower cost e-learning and to developing programs internally rather than using specialist training providers. In 2010, we capped the annual spend on educational assistance programs and now include grade and performance management requirements to qualify. These changes align us with the market and ensure that Motorola Mobility and our employees get maximum value from the program.