Course Name: Strategic Human Resource Management

Course Code: HRM-501

Submitted to
Awal-Al-Kabir

Associate Professor

Submitted by

Team Alight
Name of the members ID
TahaminaNasrinChaity 1723 (1146)
AnamikaJahan 1721 (1137)
Md. Rashedul Islam 1755 (1179)
SumayaFatemaBinteShahid 2209 (1148)
KaziNuzhatTanjim 1722 (1144)

Department of Management Studies

Faculty of Business Studies

Jahangirnagar University

Savar, Dhaka.

Date of Submission: 23.02.2019

Word Limit: 4530 words

 Letter of Transmittal

Date: February 23, 2019

To,

Awal-Al-Kabir,

Associate Professor of Department of Management Studies,

Jahanginagar University,

Savar, Dhaka.

Subject: Submission of assignment on E-learning & Corporate University.

Dear sir,

Here we are submitting our assignment on E-learning & Corporate University. We have learnt in
our class from you in your course Strategic Human Resource. We would like to recall you with
gratitude, the tremendous support and encouragement, which we received from you. We have
tried our best to implement the relevant theories that you have taught in this course.

As an instructor and advisor to the assignment, you provided valuable insights and academic
training to improve the quality of the work. We are grateful for your stimulating guidance and
encouragement during the period of preparation of this assignment.

Without your guidance, this would simply not have been possible. There may have many errors
on our part but we have tried our level best to prepare this assignment to the required standard.
We are looking forward for your kind appraisal on this assignment.

Sincerely yours

TahaminaNasrinChaity, ID: 1146

Leader of Team Alight

Department of Management studies

 Acknowledgment

All praises to the almighty Allah who has shown his kindness and we have got a chance to make
a complete assignment on E-learning & Corporate University. Also we thank the almighty to
give us the time and strength to complete our group work properly. As a part of our studying
Business Administration, our course instructor of Strategic Human Resource had assigned us to
conduct an assignment on E-learning & Corporate University we have learned so far.

First of all, we would like to express our deepest gratitude to our honorable course instructor
Awal-Al-Kabir.

For his valuable contribution, his painstaking effort at importing his students with the necessary
skills and expertise goes far beyond his responsibilities as a teacher and we are very grateful to
his. We would also like to thank all our group members who helped us to gather information. It
would have become really a nightmare doing the job without their help. To do that it required a
great deal of help from others, which we got from our fellows. We are grateful to all of them
who helped us.
 Table of Content
Content Page no
E Learning 1
Definitions of E Learning 1
Advantages of E Learning 1
Disadvantages of E Learning 2
Scope of E Learning 2
Traditional Vs Modern E Learning 2

PayPal holdings Inc 3

Strategic issues of PayPal 3
Findings of E Learning practices of Pay Pal 4

Shell 5
Company Overview 5
Strategic issues of Shell 5
Findings Of shell 6

Toyota Motor Corporation 7

Company Overview 7
Strategic issues of Toyota 7
Findings of Toyota 8

Day One technologies 9

Company Overview 9
Strategic issues of DOT 9
Findings Of DOT 9

G-Cube 10
Company Overview 10
Strategic issues of G-Cube 10
Findings of G-Cube 11

Overview of Corporate Universities 12

Determinant Factors 12
Traditional Vs Corporate University 13
Necessity of corporate University 14
Advantages of corporate University 14
Disadvantages of corporate University 15
Various corporate University 15

Hamburger University 16
Strategic issues of Hamburger University 17
Findings of Hamburger University 17
Motorola University 19
Training and Development 20
Teaching Method of Motorola 20
Trainings Offered by Motorola 21
Different course programs 21
Unique features of Motorola 22
Innovative Training 22
Findings 22

Conclusion 22

References 23
 Lists of figures
Figure No Content Name Page no
Figure 1 Corporate University 12
Figure 2 Corporate vs. Traditional 13
University
Figure 3 Necessity of corporate university 14
Figure 4 Training categories by Motorola 20
Figure 5 Courses run by Motorola 21
 Abstract

E-learning is utilizing electronic technologies to across educational curriculum outside of a

traditional classroom. E-learning has advantage of having a very efficient way of delivering
courses online. People can learn from anywhere and at any time through E-learning. On the other
hand, corporate university is such a university which provides professional degree. Corporate
university needs to have faculty members who just like the traditional university, have multiple
skills such as strategic, educational, logistical, administrative and communication competencies.

Paypal, Royal Dutch Shell, Toyota, Day One Technology, G-cube are the prominent companies
who follow E-learning. For this, paypal approached Itransition which was the sole technology
partner to perform E-learning. Royal Dutch Shell introduced “Shell Open University” in which
wide range of practical, commercial and technical learning tools are available. Toyota Motor
Corporation is another company which introduced central learning management system known
as “Connect Toyota” to manage the flow of information and streamline the education process.
Day One Technology introduces system simulations and scenario based training have been
shown to drive higher levels of learner engagement and better learning outcomes. G-cube used
gaming console based learning solutions using Kinect; first HTML5-based Learning
Management System to address multi-device challenges, introducing Adaptive Learning in
corporate space.

Hamburger University and Motorola University are the mentionable corporate universities who
provide professional degrees. Hamburger University is the deliver and implements the core
curriculum throughout the system using a variety of learning techniques, including elements of
self-study, e-learning and classroom training. Motorola University offers training for three broad
categories. They are engineering, manufacturing, sales and marketing.
 E-learning

Definition of E-learning:

E-learning is simple to understand. E-learning is utilizing electronic technologies to access

educational curriculum outside of a traditional classroom. In most cases, it refers to a course,
program or degree delivered completely online.

There are many terms used to describe e-learning that is delivered online, via the internet,
ranging from Distance Education, to computerized electronic learning, online learning, internet
learning and many others. We define E-learning as courses that are specifically delivered via the
internet to somewhere other than the classroom where the professor is teaching. It is not a course
delivered via a DVD or CD-ROM, video tape or over a television channel. It is interactive in that
one can also communicate with one’s teachers, professors or other students in one’s class.
Sometimes it is delivered live; where one can “electronically” raise one’s hand and interact in
real time and sometimes it is a lecture that has been prerecorded. There is always a teacher or
professor interacting /communicating with one and grading one’s participation, one’s
assignments and one’s tests.

Advantages of E-learning:

1. Organizations are able to link the various resources in several varying formats.
2. Due to its convenience and flexibility, the resources are available from anywhere and at
any time.
3. Web-based learning promotes active and independent learning.
4. As employees have access to the net 24x7, organizations can train employees anytime
and from anywhere also.
5. Through discussion boards and chats, employees are able to interact with everyone online
and also clear employee’s doubts if any.
6. The video instructions that are provided for audio and video learning can be rewound and
seen and heard again and again if employees do not happen to understand the topic first
time around.
Disadvantage of E-learning:

1. There is also the problem of the extent of security of online learning programs.
2. The assessments that are computer marked generally have a tendency of being only
knowledge based and not necessarily practicality based.

Some examples of those organizations that follow E-learning are given below:

Scope of E-learning:

1. Distant learning: Where learning has to be reached at distant places, E-learning is the
most applicable for this area.
2. Faster learning: E-learning facilitates more number of learners than the traditional way
of learning. So, providing training a lot of people at once, E-learning is the best option.
3. Independent learning: From anywhere about any desired subject learners can learn
through E-learning. So, it is also an area for E-learning where learners want to feel free
more than traditional learning.
4. Less expensive learning: As E-learning provide the opportunity to get training for a lot
of people, surely it is a less expensive method of training. Where budget is short for
training, which is the suitable scope for E-learning.

Traditional E-learning Versus Modern E-learning:

Subject Traditional E-learning Modern E-learning

1. Interaction Traditional E-learning doesn’t Modern E-learning allows the
allow the students to interact with students to interact with their
their teacher teacher.
2. Intention Traditional E-learning replaces Modern E-learning works as a
guidance with pre-made supplement to direct teacher
instruction. guidance.
3. Location Students are separated from students can still be in a classroom
instructors and peers in traditional with an instructor and use modern
E-learning. E-learning
 Paypal Holdings Inc.

PayPal Holdings, Inc. is an American company operating a worldwide online payments system
that supports online money transfers and serves as an electronic alternative to traditional paper
methods like checks and money orders. The company operates as a payment processor for online
vendors, auction sites, and many other commercial users, for which it charges a fee in exchange
for benefits such as one-click transactions and password memory. PayPal's payment system, also
called PayPal, is considered a type of payment rail.Paypal is committed to democratizing
financial services and empowering people and businesses to join and thrive in the global
economy. The PayPal platform enables consumers and merchants to receive money in more than
100 currencies, withdraw funds in 56 currencies and hold balances in their PayPal accounts in 25
currencies.

Strategic issues of PayPal regarding E-learning:

To be able to continuously grow and add to its suite of offerings, the company devotes
significant effort to technical personnel training starting with the very moment a new employee
joins the company. Those efforts are listed below:

1. Itransition: In order to organize a more effective learning process and training resources
management within the new corporate training vision, PayPal approached Itransition for
the development of a learner-centric new hire training portal which integrated into their
corporate network. Transition was chosen to be the sole technology partner to perform
the full spectrum of application development services, from technology consulting to
development and quality assurance, followed by post-deployment ongoing system
enhancement services.
2. Use of Moodle as e-learning platform: Sharable Content Object Reference Model
(SCORM) is a collection of standards and specifications for web-based electronic
educational technology. Moodle was selected as the e-learning platform because of its
scalability and its ability to handle both online and offline courses with ease. Moodle is
 also a SCORM-compliant Learning Management System (LMS) and supports various
categories of online learning delivery via assignments, tests, multipleanswer questions
and course material.
3. PHP portal: A PHP portal was built on top of the Moodle application, through which the
learner interacts with the e-learning platform.

The system enables managers responsible for the creation and management of learning plans for
new employees to generate comprehensive reports on the team's performance, who has registered
or opted in or out, what attendance is like and the number of passes and fails. This effectively
tracks the progress of learners.

Findings of E-learning practice of PayPal:

1. Currently, the portal is actively used and highly rated by the majority of PayPal’s
employees, both as instructors and as recently engaged technical specialists.
2. Paypal is now able to implement a new and advanced version of training for new
employees. This reduced the learning curve for new entrants, familiarizing them with
Paypal's operations and ensuring that they are able to add value to the company within
the shortest timeframe.
3. PayPal was very satisfied with the project results and the on-time, on-budget project
delivery approach adhered to at Itransition.
4. As of 2016, it has replaced traditional paper procedures with electronic money transfers
for over 188 million people. The statistics show that PayPal’s annual revenue amounted
to $13.0B, up from $10.84B the year before.
5. They adopted more nontraditional but at the same time more effective learning
techniques. For example, PayPal uses social media like Facebook or Twitter’s Periscope.
They created private group and invited experts to help employees or teach short classes.
6. Since accepting E-learning at PayPal, the number of active learners has doubled. That is
to say, there are employees who complete at least two training courses every six months.

Shell

Company Overview:
Royal Dutch Shell plc.Commonly known as Shell, is a British-Dutch oil and gas company
headquartered in the Netherlands and incorporated in the United Kingdom. It is one of the six oil
and gas "super majors" and the sixth-largest company in the world measured by 2018 revenues
(and the largest based in Europe).Shell was formed in 1907 through the amalgamation of the
Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading
Company of the United Kingdom. Shell is vertically integrated and is active in every area of the
oil and gas industry, including exploration and production, refining, transport, distribution and
marketing, petrochemicals, power generation and trading. It also has renewable energy activities,
including in biofuels, wind and hydrogen. Shell has operations in over 70 countries, produces
around 3.7 million barrels of oil equivalent per day and has 44,000 service stations worldwide,
managing 92,000 employees.

Strategic Issues Regarding E-learning of Shell:

In 2006 Shell decided to ensure quality of their services and modify training for its contracting
and procurement staff. They wanted to increase the company’s profit by improving staff
performance. Besides, they have to support employees speaking in multiple languages and adapt
learning to the standards of the Shell management system. The strategic issues regarding E-
learning of Shell is given below:

1. Shell Open University: The training program involves an online portal, known as Shell
Open University. It offers a wide range of practical, commercial and technical learning
tools. Employees have unlimited access to online courses, webcasts, e-books, and guides.
They evaluate their own knowledge, capabilities, and competency both before and after
completing the program. Moreover, Shell will reimburse the money and time spent on
further employee learning if the corporate curriculum is insufficient
2. Virtual lessons: Virtual lessons, which feature interactive videos and graphics, are
replacing expensive trainings as well as being used to support leadership and behavioral
learning.
3. Digital Transformation Journey: Van der Togt, executive vice-president of human
resources (HR) strategy for Shell, said the company’s investment in virtual learning is
part of a 15-year digital transformation journey for the business, embarked on in 2002,
 that has delivered benefits quickly, with the promise of more to come. They started by
looking at the potential to move learning field into a virtual environment.
4. Big Investment in Workday platform: Shell has deployed Workday’s HR platform in
the cloud, which it delivers a good user experience for its employees, and has backed it
up with big investments in data and analytics.

Findings of E-learning practices of Shell:

1. Successful use of workday platform: Now the Workday platform is starting to deliver
not just for employees, but in the recruitment process too. It’s most striking, perhaps, in
their graduate program. They get 100,000 applicants for fewer than 1,000 places on their
program each year.
2. Reducing the cost of expensive learning programs: Through E-learning, Shell had cut
the cost of some of its most expensive learning programs by 90% by developing
interactive learning platforms for its staff.
3. Money saving: Shell’s use of virtual, immersive learning – an example of which Shell
has made available online – has delivered dramatic savings already, with more in the
pipeline. It has delivered more than 12,000 virtual lessons, saving the business $200m
after development costs.
4. Intelligence network: E-learning benefits such a way that it facilitates each learner with
the knowledge that they are not on their own. That means they are part of an intelligence
network and each staff is in it together.
5. Feedback and recommendation: For Shell’s leadership, virtual learning offers the space
to put new ideas into practice, and is underpinned by personalized feedback and
recommendations for employees.
Toyota Motor Corporation

Company Overview:

Toyota Motor Corporation is a multinational car producer founded in 1937. Their corporate
structure consists of over 340.000 employees working in 51 manufacturing branches in 28
countries. Toyota is the world’s third-largest seller delivering its vehicles in more than 170
states. As of 2017, the company has raised $249.9 billion in revenue.

Strategic Issues:

In 2004, Toyota Motor Europe’s sales and marketing organizations in countries across Europe
needed quick, easy access to product training before new environmentally friendly models were
released to the public. But Toyota Motor Europe had no centralized way to deliver that content.
Adding further complications was the fact that product and training materials had to be translated
into 30 different languages to meet all of their needs. Every country launched new products in
their own way, with their own training and sales events, which was not cost-effective. It was
imperative that they developed an entirely new network to get the same product information out
to all of the local sales and marketing companies. What was done by Toyota Europe that is
explained below.

1. Centralized learning management system: To manage the flow of information and

streamline the education process, Toyota Motor Europe implemented a centralized learning
management system developed by CarPoint Systems, a global learning management
software solution provider. The new system, branded Toyota Connect, includes access to
frequently update e-learning modules, content management tools, online registration,
assessment tracking and an integrated user-friendly authoring tool to develop unique
regional content.
2. Light version of Toyota Connect: Toyota Motor Europe gave all of its national marketing
and sales companies access to a “light” version of Toyota Connect, so that they could try
out the e-learning content. Once they bought in fully, they could take advantage of all the
courses and assessments.
 3. Training Session: Key members of each country’s training staff were also brought into
headquarters for a three-day training session on how to use the system and the authoring
tools.
4. Translated course material: Toyota Motor Europe’s central training office develops core
content that is disseminated to all of the regional offices, where the course material is
translated for local users by regional training personnel. Each national marketing and sales
company has its own domain and the ability to localize its content. But the core content is
the same across Europe.

Findings of the E-learning practices of Toyota:

1. Beneficial for the local dealers: The translation tools in the system have also delivered
valuable benefits to local dealers. Before the e-learning system, it took the national
marketing and sales organizations 10 weeks to translate course content and new product
information from headquarters, which meant training materials often weren’t ready until
well after a new model hit the market. With the Toyota Connect templates and tools, the
translations can be completed in several days.
2. Reducing the time of training course: Their measures of success include the reduction
of a four-day classroom training course to two days, replacing the two days of instruction
with e-learning modules.
3. Automated confirmations and notifications: The dealers in France have also seen a 90
percent reduction in administration time for training because employees sign up directly
for courses online and receive automated confirmations and notifications of courses,
eliminating the need for the training department to handle course management.
Day One Technologies

Company Overview:

For over 20 years, Day One Technologies has been creating new and innovative eLearning
solutions for some of the UK and Europe's leading organizations. Day One Technologies
company is one of Europe’s leading providers of e-Learning and simulation based training
systems, with an impressive client list that includes the likes of Lloyds Bank, Virtual College,
The Internet Society, TSB & Co-operative Bank. Day One Technologies create innovative
simulation-based training, online learning and blended learning systems that improve staff and
business performance.

Strategic Issues Regarding E-learning of Day One Technologies:

1. By combining backgrounds in learning psychology and technology, it creates LMS

solutions that work smoothly and are loved by clients ranging from specialist training
providers through to leading global brands. They have been highly impressed with their work
and capabilities in learningcontentdevelopment, bespoke LMS and more.
2. However, what’s even more telling is the achievements and glowing feedback from their clients
that can be found on their website. Their bespoke simulation training creates an ideal
environment for onboarding and developing staff in the use of IT systems or helping them to
become proficient and confident in dealing with customer service scenarios.
3. Day One are proven in making training engaging, accessible and highly successful for small
groups through to large teams spread across multiple locations – even multiple continents and
languages.

Findings of the E-learning of Day One Technologies:

1. System simulations and scenario based training have been shown to drive higher levels of
learner engagement and better learning outcomes.
2. The benefits of these methods can be seen in any sector, but lend themselves particularly
well to those where fast, structured training and high levels of engagement are essential -
such as Finance and Customer Service / Call Centers.
 3. The benefits of these methods can be seen in any sector, but lend themselves particularly
well to those where fast, structured training and high levels of engagement are essential -
such as Finance and Customer Service / Call Centers.
4. The benefits of these methods can be seen in any sector, but lend themselves particularly
well to those where fast, structured training and high levels of engagement are essential -
such as Finance and Customer Service / Call Centers.

G-Cube

Company Overview:

Established in July 2000, G-Cube is one of the fastest growing organizations in the Asia Pacific
region, offering complete learning technology solutions under one roof. Its holistic solutions
range from learning consulting, custom content development, and mobile learning solutions,
game based learning and social learning solutions to translation and localization (60+ languages).
G-Cube has also won awards in the last 4 years, including the award for their WiZDOM
LMS. Known for its thought leadership in learning technology space.

Strategic Issues Regarding E-learning of E-learning:

1. G-Cube has contributed to several innovations in the eLearning industry, such as gaming
console based learning solutions using Kinect; first HTML5-based Learning Management
System to address multi-device challenges, introducing Adaptive Learning in corporate
space.
2. Their latest innovation is the introduction of IVR-based learning solutions for the blue
collared workforce. G-Cube’s greatest strength is its diverse experience, which has
brought with it a close understanding about the workings of the eLearning domain. As an
industry, this field has seen a tremendous change in the past few years and the flux is
continuous; G-Cube has been a part of this change and has been able to adapt to its
changing needs.
Findings regarding the E-learning of G-Cube:

1. G-Cube LMS V5 allows to upload and manage video-based learning materials. It has an
interesting video interface with fully adapted UI. Integrated web-based player supports
multiple resolutions and additional features include video comments.
2. The G-Cube LMS V7.0 Learning Management System focuses deeply on the aspect of
social education, active Wall features post, courses, conversation forum and helps to
share external content with other users.
3. It has been created with the help of interactive, statistical and graphical tools to create
custom reports and interactive dashboards, with most of the aspects of the Learning
Management System (LMS) with the Configuration Data Set.
4. Includes advanced reporting mapping expertise, expertise with the course and wide range
of expertise and qualification gap analysis. KPI Dashboard and KPI Trigger helps the
user-based analysis of expertise-based assessment
Overview of Corporate University
Determinant factors in developing and implementing a corporate university:

The determinant success factors for corporate universities are to draw their legitimacy from the
CEO and senior management team—playing a strategic role inside and outside the organization,
and dealing confidently with the effects of progress. Also, creating professional brand marketing
and communications that align with the brand, as well as developing a high value-added offer
that does not exist anywhere else in the learning and development sector. It’s also its capacity to
bring teams together (physically, around learning events, and virtually, through digital devices
and online delivery formats) to solve real organizational problems and develop a holistic
approach to business education where the human and the digital can support each other. Lastly,
develop an agile environment that can meet the short and long term needs of the organization.

Figure: 01
Differences between Corporate University and Traditional University

Corporate universities need to have faculty members who, just like traditional universities, have
multiple skills such as strategic, educational, logistical, and administrative and communication
competencies. As a CU reflects the business and the company culture, they also need pragmatic
team members with a good relationship to time and space, so they can effectively deal with
short- and long-term goals and in a globalized space.

Differences between these are given below:

Figure: 02
The necessity of corporate universityfor addressing two major issues

• competitive pressures.
business • e-commerce,

Issues • changing consumers.

• changing workforces
Talent • demographics

Issues • skilled workfroce

shortages

Figure: 03

Advantages of Corporate Universities

Corporate universities have many advantages over training departments and decentralized
learning and development activities organized by different business units. The most commonly
cited benefits include:

1. Strategic alignment with company goals. “The best corporate universities are strategic,
mission-driven and designed to achieve specific business objectives,” says Mark Allen,
2. Employee recruitment, retentionand engagement. Deloitte LLP’s corporate university
has become “a tangible symbol,” says Bill Pelster, managing principal of talent
development. “When we go to campuses to recruit, people can see what we’re talking
about,” he says, adding that opportunities for learning and growth are credited for
increasing employee engagement.
3. Consistent quality and message, especially globally. In 1993, Whirlpool Corp. created
a corporate university to ensure global consistency in training. “The other advantage is
 our methodical approach to leadership development,” says Tammy Patrick, global
director of Whirlpool University.

Disadvantages

1. Building boom and bust

Early on, many corporate universities invested too heavily in bricks and mortar. As learning
technologies became more prevalent, CUs faced a dilemma. If they moved too quickly to online
learning, some believed they would have problems filling their classrooms and keeping their
instructors busy. This could be financially untenable for them.

2. Inability to recruit

In some CUs, the perceived diminished opportunity to get back into the field after a training
assignment did not sit well with many top performers—who began to see an assignment to the
CU as a career dead end—and many of the best and brightest did everything they could to stay
away.

3. Failure to truly understand and adapt to technology

Some corporate universities dismissed the rise of learning technology as a passing fad. Others
insisted it would never work or it wasn’t for them. On the opposite end, a few went into
technology so fast and so hard, without thinking, that costs exploded and few courses actually
were produced.

Various Corporate Universities

Well known and established corporate universities are throughout the world are given below:

 Mcdonald’s Hamburger University

 Motorola University
 Apple University
 Walt Disney University
  University of Toyota
 Oracle University
 ArcelorMittal University
 Fordstar By Ford Motor Company

Now in this paper only two corporate universities about Hamburger University and Motorola
University are narrated shortly in the following:

Hamburger University
Introduction

One of the first corporative universities in the world and the first one in the restaurant segment. It
opened its doors in 1961, in Illinois in the ground floor of a McDonald’s restaurant in Elk Grove
Village. During the 70s, the university expanded, changed twice its address, increased the
number of classes and moved to Oak Brook, Illinois, to a building beside the headquarters of the
company. Over its 50 years, McDonald’s University remains faithful to its mission of developing
talents and spread the pillars that make the brand successful.

Strategic issues of Macdonald’s Hamburger University

• A lot of the graduates hope to advance their McDonald’s careers by landing a leadership
role in the company. In fact, more than 40% of McDonald's senior leaders are graduates
of Hamburger University.
• Hamburger University focuses more on leadership development, business growth, and
operations procedures, with a special emphasis on service, quality, and cleanliness to help
prepare students for managerial positions in the restaurant industry.
• The teaching style has progressed from showing training films in 1961 to demonstrating
proper procedures in a more hands-on and simulation driven environment in 2015, which
provides real-world learning opportunities.
• During one training exercise, "fake" customers test the students' service skills by asking
for progressively longer and more complicated orders

Findings

 McDonald’s employees align training with their specific career paths, including
development paths for crew, restaurant managers, mid-managers and Executives.
 The Crew Development curriculum is developed and supported by the professionals at
Hamburger University and facilitated in the restaurant. For crew, this serves as a
foundation for management and support-staff career paths.
 Restaurant Managers progress their way through Shift Management and Systems
Management courses while attending one of our 22 regional training centers. Once these
courses have been completed, managers attend Hamburger University where they learn
the additional knowledge and skills they need to run a multi-million dollar restaurant.
 The Mid-Management learning path at Hamburger University is for business consultants
and department heads. It builds on their leadership and consulting skills, teaching
individuals how to effectively operate a business and how to coach and consult with
others to run great restaurants.
 The Executive Development learning path helps reinforce ongoing business and
leadership skills for top management. The courses available at Hamburger University
build upon the leadership competencies needed to support employees, owner/operators
and sales growth.
 UNIVERSITY
Introduction

Today Motorola has one of the most comprehensive and effective corporate training and
education programs in the world and, in a recent leap of ambition, our own corporate
university.Motorola University (MU) is the education and training arm of Motorola Inc., the
US telecommunications giant. In 1986 the Six Sigma system was created by a Motorola
engineer, and soon became the company-mandated system of performance evaluation and
improvement

Main motto is “Making theworld as a better place of money”

 A training and development: Culture practice in Motorola

 They began training right began their inception when it was just about a technical product
training on the factory floor.
 Focuses on training new employees about how to handle the manufacturing equipments.
A Teaching Method of Motorola
 Statistical process control, which consist of instruction in seven quality tools.
 Basic industrial problem solving.
 How to present conceptual material, a tricky assignment for an hourly worker presenting
a technical solution to an engineer.
 Effective meetings that emphasize on the role of participant as well as that of
chairperson.
 Having a program on goal setting that teaches people how to define objectives, how to
describe them in writing, and how to measure progress.

Training is offered for three categories

 ENGINEERS
MANUFACTUR
ING
SALES AND
MARKETING

Figure: 04

Engineering: providing trainings who design their technological products so better and unique
products can be developed.

Manufacturing: for better improving the manufacturing method , a vast training is provided to
the manufacturers.

Sales and marketing: to make a better and smooth sales and marketing tasks, sometimes they
also train up their dealers.

Different course programs are provided which are showed below:

 Figure 5

Unique Features of Motorola University

 Training is offered to synergize the employees with business targets.

 Annual performance reviews
 Individual dignity entitle program
 To much investment for the training and development of employees.
 Providing trainings from top management to factory workers.

Innovative training at Motorola University

 Helps employees to get the certain level of expertise.

 Productivity measured per sales by employees
 Reducing costs by US$ 10 billion
 Findings
 All the steps taken by Motorola lead to excellence in its products and enhanced employee
productivity as well as their job satisfaction.
 These training and development culture served the dual purpose of not only upgrading
Motorola’s employee but it is attracted to its young talents to be the part of the
organization.
 The training practices of Motorola make it stands among the best companies of the world
that recognize the importance of training and development to implement it successfully.
 The attitude of Motorola towards its employees training has transformed the way the
corporate world looks at training.

Conclusion

These innovative companies and thousands more cases prove that E-learning provides cost
savings, improves staff development, and meet higher profitability. The technology allows
businesses to stay competitive in today's fast-moving market landscape. On the other hand
corporate universities have strategic alignment with company goals, consistent quality and a
huge impact for making a qualified employee in corporate sector which can be easily seen from
the above examples.
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