A Case Study of Motorola's Success

Motorola's success in China market lies in its leading thinking, innovative consciousness and keen market insight, as well as its ability to find and solve problems at all levels. MOTO has excellent models in the whole mobile phone market, at all levels and in all positioning, which is why it is loved by consumers.

Select and attract outstanding talents.

Motorola attaches great importance to talent recruitment, and seeks excellent talents through multiple channels and in all directions. In order to attract and attract global information elites, Motorola has established a standardized recruitment system, which combines external recruitment with internal recruitment, campus recruitment with social recruitment in parallel, and takes strict recruitment standards as the criterion, but this is only a matter of talents.

In terms of how to attract talents, Motorola has a unique strategy, which enables the company to maintain its talent advantage in the fierce market competition, and at the same time makes the company a place that outstanding talents yearn for. When judging whether a job seeker is suitable for Motorola's needs, it usually goes through three levels of investigation. The preliminary screening is to see whether the individual's ability, professional knowledge, work experience and way of thinking can meet the requirements of the company. The second step is to see if he is interested in this job. If there is no interest, then he lacks enterprise, and the innovative spirit of the employees most needed by the enterprise is out of the question. The last and most important step in the screening process is to consider the candidate's personal conduct and professional ethics. Motorola attaches great importance to employees' behavior and professional ethics. This is because Motorola attaches great importance to team spirit. A person with bad conduct will affect the cohesion and combat effectiveness of the team. No matter how strong his personal ability is, he can't make up for the losses he caused to the company as a whole.

"Are you honest? Do you have confidence? Do you have the spirit of making progress? Are you good at communication? These qualities and abilities are Motorola's basic requirements for talents. " A person in charge of the company's personnel department revealed this. Moreover, after years of practice, Motorola has formed a complete set of employment standards: honesty, self-confidence, diligence, good communication, professionalism and practical experience meet Motorola's needs. It pays attention to such a quality when recruiting: to see if this person has developed consciousness, and to develop himself and others at the same time. Because in Motorola, employees have the obligation to develop others when they reach a certain stage. This year's graduates will look at his social activity ability, whether he is willing to study, understand his team spirit, and whether this person can adapt to change and treat it correctly.

In addition, in terms of skills, Motorola also attaches great importance to the requirements of English for different positions and skills, and requires employees to have excellent English listening, speaking and writing skills. It can be said that a high level of English and good communication skills are prerequisites for a person to get professional development in Motorola. Motorola has long realized that a diversified workforce is an indispensable condition for the rapid development of enterprises in the world today. Now Motorola's gender diversity project has been officially launched in China, and its goal is to achieve 40% female managers and senior technicians. Motorola actively explores a broader development space for female employees, and attracts more outstanding women to join the company's management and technical ladder development.

One detail worth mentioning is that Motorola regards the recruitment speed as an indicator to measure personnel work. The faster it responds to applicants who submit resumes, the more likely it is that excellent candidates will become employees of the company. Job fairs for some positions are quick, while relatively high-level positions are more cautious. This is the experience accumulated by Motorola.

At the same time, treating job seekers equally is Motorola's employment principle. They treat every applicant equally in employment and strive to realize the diversification of personnel. The most striking feature is that all full-time employees sign indefinite contracts with the company, which is like giving employees a reassurance. Unless the employee makes a major mistake, under normal business conditions, the company will hire employees for life. This provides good employment security for employees and enhances their sense of identity and responsibility for the company.

Attach importance to training and maintain lasting competitiveness

Motorola has a profound knowledge and understanding of talent training. The former president of Motorola once warned: "If the cycle of knowledge updating and elimination is getting shorter and shorter, we have no choice but to invest in education. Who says this will not become a competitive weapon? " Motorola's training system includes induction training for new employees, corporate culture training, departmental training, overseas training and local intensive management training. Motorola's training has the characteristics of pertinence and difference. All training is aimed at employees' weaknesses, and excellent employees can get more and better training opportunities.

After new employees enter Motorola, they must receive induction education and training, which usually lasts for two days. Induction training helps new employees understand the company's development history, rules and regulations, welfare policies and corporate culture. Next, conduct "integration training" to teach new employees how to integrate into Motorola's group culture. Motorola has a special website to help new employees "integrate". The company will also arrange a "master" for new employees to help solve the problems encountered in daily life and be responsible for the basic training of new employees. The process of "integration into training" generally lasts for three months.

Motorola also encourages employees to develop their skills and abilities, and provides various trainings for employees through Motorola University and universities in China. At the beginning of each year, Motorola will make a targeted annual training plan and personal development plan in combination with the work priorities, development direction and personal goals of the company, business divisions and departments. And track the implementation of the training development plan, evaluate the quality and benefit of training, and so on. Generally speaking, the company provides at least 5 days of on-the-job training for each employee every year, and employees can also choose other permitted ways to complete the training. Motorola will cooperate with some local universities to start relevant education and training programs, which are funded by the company, and the enrollment training targets are Motorola employees, and the courses are also compiled according to Motorola's timetable. Motorola has also established a world-class technical training center for its employees, and some promising backbones have been sent abroad for further study, such as Arizona State University and the School of Management of the University of Buffalo. It also cooperates with the School of Management of the Hong Kong Polytechnic University, Tsinghua University, China and other institutions of higher learning to provide MBA and other academic education opportunities for employees.

In recent years, Motorola's training system has been flexibly adjusted and developed. It turns out that Motorola stipulates that each person should have at least 40 hours of work-related training every year, but the training implementation process varies from post to post. Motorola believes that some positions should not be limited to 40 hours and need more training time; And some jobs don't need so much time for training. Different from the mechanical and compulsory training in the past, Motorola now emphasizes "differentiated training" and pays more attention to the development of enterprises and talents. Motorola believes that training is a differentiated investment in employees and can never be averaged. Excellent employees with outstanding performance will get more and better training.

What is more commendable is that Motorola has a well-known department in the training industry-Motorola University, which is fully responsible for the training of employees, customers and suppliers. After more than 20 years of development, Motorola University has become an indispensable part of Motorola's transformation process. As a global organization, Motorola University has more than 100 campuses around the world, covering 24 countries around the world, and is recognized as a leader among global enterprise universities. As one of Motorola's important markets in the world, China also has a powerful Motorola University, which helps to improve employees' skills and enhance organizational competitiveness. By adopting the well-known teaching management mode of Motorola University, solid academic theory and practical business operation are integrated, so that employees can master scientific and systematic business knowledge and improve their competitiveness, thus being competent for the ever-changing market competition challenges.

Motorola has also established a complete training evaluation system. In Motorola, participating in training is not only the obligation of employees, but also the development opportunity of employees. Employees can participate in various types of training, or choose some flexible ways allowed by the company to complete the training requirements. Through a complete training system, the ability of employees to constantly update can be improved.

Due to Motorola's continuous investment in training, employees' knowledge and skills have been continuously improved, which in turn has played a positive role in promoting Motorola's long-term development. According to insiders, through training, the localization of Motorola managers is also ahead of other Fortune 500 companies.