Employee Training Program
Development of employees, as well as, the communication and incentives play a vital role in the employee retention and relations. Training is believed by the corning. New skills should be learnt by all the employees, such as forklift operations, division managers, etc. during their working hours, and at least five percent of these working hours should be given to the learning sessions, as suggested by the senior vice president of quality, David Luther during his expression of company’s expectations.
(Fierman, 1991) In this regard, four hundred people have already been assigned for the abovementioned training purpose in every department by the company. Additionally, a pay-for-knowledge program has also been started, in order to encourage the employees to get benefit from these programs. Team management has been emphasized in these trainings. Teams have been created among the seventy employees, who are working in Erwin plant at Corning in the New York.
Different cross-training sessions have been taken by these four production teams, after which, machines can be repaired, kilns can be loaded, packing and shipment is done, parts can be ordered, and quality can be controlled by these teams personally. Four levels of difficulty have been formed for different variety of tasks that is performed by a team member at the Corning. A $2. 25 an-hour raise is brought up by a member, who progress through the abovementioned difficulty levels during his job.
(Fierman, 1991) Specific product and process training has been done by the Corning, which is quite impressive. However, Motorola’s efforts cannot be surpassed by these training efforts. 104,000 employees of the giant electronics company are trained annually by the spending of $60 million worldwide. In the 1980s, remedial education was focused during the training sessions, so that, seventh-grade reading and math can be mastered by largely illiterate work force, which was in the production sector of the company.
Today, work can be done faster, mistakes are made rarely, and more jobs can be handled by the employees, as training is given to them in such a way that several tasks can be done by them at a single time. It is necessary to evaluate the gain that was gained by the company from these trainings of its employees. In three years, over $1. 5 billion has been saved by the Motorola, as its work force has made significant improvement after the training.
(Fierman, 1991) In some operations, $33 is received by the Motorola from every dollar, by which, training was given to its employees. On the average, one million hours of training is provided by the Motorola to its employees annually. In 1987, 2. 4 percent of the corporate payroll was represented by its spending on the training. Quality improvement processes, technology, principles, and objectives are being considered and fulfilled by the forty percent of the abovementioned amount today.
(Smith) In addition, training programs are developed in such a way that the needs of an individual’s can be met by the personal selection of training programs with the help of course maps. Three parts are consisted in the training. Motorola Training and Education Center is the first part of the training, which is also referred as MTEC. Skills and knowledge is provided to all the levels of the company, so that, corporate goals can be achieved after the special emphasis on the abovementioned sectors of the employees during the training.
Product and process specific trainings, as well as, special trainings for the team management skills are included in the other two types of the training. Quality-related training is the primary focus of the Motorola Training and Education Center, as quality leader is considered the Motorola in the market. Training in statistical process control and design for the manufacturability are included in these programs. In addition, understanding is also given to the employees regarding the 100-fold improvement in the process of production of the company.
In this regard, problem-solving strategies are provided to the employees with the help of different courses, so that, personal, as well as, corporate goals can be achieved by them. More specific product, as well as, process training is organized under the framework of Motorola Training and Education Center. Manufacturing, design, and operational managers at senior and support positions have been trained with the help of an intensive two-week program, in which, quality, manufacturing, and design issues were focused at Motorola Management Institute, which is also known as MMI.
Enhancement and development of decision-making skills and leadership characteristics was the main objective of this two-week program. In this regard, customer-centered culture and marketing issues were also included in the subjects at MMI. Quality control, standard manufacturing, design for manufacturability, changes that should be implemented, and several other issues and their guidelines were provided by the MMI. The latest information was presented by the leading experts to the employees of the company.
In addition, time management cycle and its importance were also considered significantly during the training. Proper training in job performance skills is received by the employees of Federal Express, where skills of the employees are improved with different training courses like the examples of Corning and Motorola in the market. In 1986, an Interactive Video Instruction was implemented by the Federal Express, which was aimed to improve the training courses and skills of the employees.