Career path sysrems - Motorola provides education assistance, but does not have a plan for using the new talents of employees, particularly non-engineers to the benefit of the company and the individual.

University Degree Business and Administrative studies

Career Path for Everyone

Career “Web” Proposal

Author: Jennifer R. Jensen

January 9, 2004

Issue:

Motorola provides education assistance, but does not have a plan for using the new talents of employees, particularly non-engineers to the benefit of the company and the individual.

Background:

Motorola’s current career path system only addresses the needs of employees who fall into specific groups, and doesn’t allow for moving from one type of job classification to another, therefore, Motorola severely limits the potential of the very people who are more inclined to take advantage of tuition reimbursement programs (hourly, non-union employees) such as the one Motorola has. It is in the best interest of the company to support the career paths (wherever those might lead an individual) of people for whom they are paying educational costs. An education that might cost tens of thousands of dollars ought to be an investment in the future of the person that receives it. While Motorola has instituted a policy of requiring individuals to repay Motorola, if they leave the company within one year of the completion of a reimbursed course, that may not be a sufficient deterrent to salvage the investment. After all, investing in an education is more than a money issue. It involves time and energy, and in reality should reap far more than just a dollar amount. If Motorola is serious about educational opportunities for its employees, it just makes sense for the company to make sure that the employee can use those opportunities at Motorola.

This is a preview of the whole essay

In the long run, the fact that employees who are not presented with career advancement are the ones who are most likely to use the system, creates a lose-lose situation. The employee loses, because despite a desire to remain loyal to a company that has given you an opportunity to pursue an education, the career opportunities don’t exist to make use of the education. The company loses, because despite an investment in the future of an employee who has already shown some initiative (because going back to school successfully is not the province of a slacker!) the company has no process in place to utilize that resource effectively. This is akin to owning a wonderful farm, with all the latest agricultural gadgets and techniques at the disposal of the farmer. The farm is planted and healthy fields dot the property, as far as the eye can see. Then October comes, the crops are ready – and there is no place to store the harvest. A company that spends capital for no return on the investment is wasting so much more than money. In any case, the situation can be resolved. It is simply a matter of making a commitment to do so.

Recommendation:

Since Motorola has an investment here in employees that it seems ridiculous to waste, it makes sense for the company to begin some type of initiative to plan for the careers of employees who are interested in moving forward, particularly in lower level jobs, but really any position should provide an individual an opportunity to contribute more.

That being the case, the recommendation would be for Motorola to develop a “Career Web” (see sample attached) The “Career Web” would be a model for allowing employees to begin in any employment classification, for simplicity’s sake, 5 are listed here. Employees then could map their career plan according to specific criteria required to move to a different category, and understand precisely what is needed to move into a position that utilizes not only employees talents, but also their desires as well.

Obviously the size of Motorola would make this project more complex to administer than can be addressed in this short paper. However, since the company already has some “career ladder” apparatus in place, it should be somewhat easier than starting from scratch. The problem is that this is not something that can just be quickly developed and then shoved into a drawer, rather it would have to be a living resource that would have to be maintained, managed, and USED.

Conclusion:

The concept of a career web represents a sea change in current modus operandi for Motorola, but it is an idea whose time has come. Motorola has over 5,000 people currently participating in their education reimbursement programs.

Over 5,000 ears of corn, standing in the field, ready for harvest, and not a silo in sight.

SAMPLE Career Web