 I am Ahtar Ahmed with the virtual university course of MGT501 and that is human resource management and I am here today with our lecture number 23 that is 23rd lecture of our human resource management subject. So let's start our today's session. Before we will start our this session I just want to see whether you are keeping track of whatever we are covering in the class or whatever we are covering in this session. So let's check that. Let me ask you a few questions. So why are you reading this course? The first question should be logical. Why are you taking this subject? What should be the answer to this question? It was just to shake you. So let's see. Whenever there is a question you can have the cat face. But you should be ready always as I said in the beginning. So please tell me where did we discuss this slide. Which lecture was it? And what was the relevance of this subject? Do you remember? It is written that there are 4 functions, 5 core functions that we discussed. So remember, let's show you one more slide. What functions do you have in the human resource department? They are providing the services. You must have seen this slide. Do you remember? Which was the lecture? And that was in our lecture number 9. When we started discussing the HR functions. So basically that is also your responsibility to keep track of whatever we are covering. And if something is not clear, you have the right to ask. Ask us. Discuss with us. So that when you complete this subject, when you are done with this lecture, you should be confident enough to stand and talk about this subject. And at least use it for your benefit. Because either you have to work with some organization or even if you have your own organization people will be working with you. So you have to deal with the people. So that is our subject. And that is why you are taking this subject human resource management. How to manage people? How to deal with the people? So let's come back. And as usual, remember this is our 23rd lecture. And we have total 45. So today's lecture, as usual we have to go back and see what we have covered in our lecture number 22. You by saw our lecture, what we covered. So what is this? You started with the training. You have now people. You have already completed your hiring process. Even you have placed the person now at his or her position. You have also socialized. So now you need a continuous process. You see I am training process, training and development. So in the last lecture, we try to discuss the phases of training. Yes, sometimes they call it stages, sometimes they call it phases, sometimes they call it steps. There were four. Yes. It started with the need assessment, the problem identification, the issue due to which you are required to provide the training for your employees. And second phase was to design the training. Next two, you need to go. Third phase was delivering of training. How you will deliver the training? How do you do? It can be on job or after job training. Anjab has an example. Yes, job rotation is one. Mentoring is another one. Simulation can be there. Case studies can be there. Yes. What about the after job? Lectures, formal education job, education in the institution. You know you go to the universities and take lectures. And so on. And remember, there are some benefits of both. There are some losses. You have to see what are you up to. How can you trade off? Some trainings can be done very easily, some can't be done easily. You need a specific environment for someone. On job training, sometime, sitting at your work, you might not be learning properly. You don't take that thing in that seriousness. But of course when you have to go and sit in a particular environment, specific and learning environment, in the lecture room with other people together, the training might be better. But it depends on what kind of training we are talking. So, these two steps, these two stages, actually you will implement those design of training, what you have decided earlier. Need be assessed and designed and implemented. So, what should be the last stage? Naturally, that will be the evaluation. It will work. The purpose of which you gave training, it was beneficial. That issue was solved. The problem that was solved. The customer who was complaining that complaint will come. These are the four basic phases, basic steps, basic stages of any training program. And what we are supposed to cover today. We are still in the training part and this lecture will see how we will maximize our learning process. How you as a manager will make sure that your training is effective and how you can benefit from it. Let's see you have selected the stage of learning. You have decided for the training. First of all, stage of learning is ready now. You have assessed it. You have developed the plan. So, you are ready. So, naturally the basic thing should be, you should be providing the clear task instructions. Things should be very clear. What to do, how to do. And for that, proper behavior of the people involved in it. Trainers or trainees both, they should be willing. They should be ready to go for this training part. This is how you are going to set your stage. Stage of what? So that proper training and learning will take place. How this learning can be increased during training. Do you remember what we discussed in the last lecture? There are three things. You can only hear. So, there are special things. You can remember those things. Second situation is, you can hear and also see it yourself. So, your memories, your learning, your memory will increase. Retention will increase. Things will return, will learn. And third, the ideal condition that can be hearing, seeing and doing. So, let us see how can we increase our learning during training. As I said earlier, by doing active participation, that is very helpful, very important for the learning. Because we want your active participation there. You should not be only a listener. You should be a doer too. So, if the people who are involved in the learning process, who are there for the training, if they are actively participating in that learning process, their learning will be increased. So, first and important part that we should provide for active participation. And we have to create a match in training techniques to the trainee, self efficiency. What are the capabilities of your training? At what level can they absorb? How can their learning be good? They have to create a match. If you are able to create that match, naturally, the learning process will be improved. And very important. They say, Ensure specific, timely, diagnostic and practical feedback. As I said earlier, make sure that you are clear adapted today. At this point, you are clear whatever we have covered. If there is a missing piece in the training, then naturally what is going to happen? That missing piece will be used in many places in the future. So, because those things are not clear, then your confusion will continue. So, whatever the training process is going on, make sure that the feedback from both ways, those who are giving the training, they will also take feedback from them, that they are understanding it. Timely, specific. Did you cover this part? For example, I just asked you a slide of lecture number 9. Do you remember where did you see this? What did you read? What was the relevance of this? So, that is a specific, a specific area because we are already doing the functional part of HRM. We are discussing its core functions in the future. Timely, diagnostic, diagnostic, you see where is the problem and practical feedback should be given. This can improve the learning. From the person who gives the training, from the person who takes the training. The person who gives, keeps taking feedback that you have understood this. If everything is clear. And the person who takes the training, if something is missing, then they should make sure that they should get it clear before they should move to next stage. And that is the reason I always ask you. Go back, read it. Write to us. Discuss with us so that it should be clear. We will be building. What will happen if we leave things in the domain? You are going to end up with a mess. That is what it is saying that by this you can also increase the learning process. Similarly, whatever you are giving the training, providing the training. They are taking involvement in the participation, but at the same time, whatever you are not learning, you have to practice it. You do all the theoretical things, then you also do practical things. So, that is the thing. You have to practice it. You have solved any of your questions. You have understood any concept. You have learnt some programming. You have learnt to make a machine or run it. Then do it yourself. That will also increase your learning process. And how can you maintain the performance after training? You might have learned something new. How is it that you have to maintain the progress? Only then will the learning be good. Because learning is a relatively permanent change in your behavior. You have to retain something. You have to keep learning points to yourself that I have learnt this. We have covered this topic. When you have to go back, then quickly you can go through and see whether everything is maintained. The slides that you give along with your jobs that you have met in the beginning, what are those things? Even at the end of this session, our whole leg semester, you can just open the outline and see, okay, I have read these topics, I have read them, yes, it is okay, I understand. These are the things. You can quickly go through and you can have the same retention. You can have the specific goals too. I have to do the third semester, I will do the fourth semester, then I will do the fifth semester. But everything is linked with each other. I remember that in the last lecture, we saw that the transference that you take from the school or from the classroom, why can't knowledge implement it on its own? Because then we cannot link things with each other. We cannot take them with us. That is why those things get lost and then you cannot implement it. If they are attached to a specific goal, then chances are you can retain them and you can use them. Similarly, you can also reinforce. How can you reinforce? Even teachers, you see that teachers are going, there are fresher courses. What happens there? These are different kinds of techniques to reinforce things. So you should retain those expertise or whatever you have learned during training. So different techniques are used in aggression. Refresher courses are made so that the new techniques, the new learnings that you have learned, they remain retained. And then you take advantage of them. Let's move forward. Similarly, you have to teach the trainees during training that how they have to manage all these things. Again, they should use this all knowledge basis whatever at their job. And how you can follow up the training? How much useful it was? Did it work? How much benefits in kind and in learning whatever? And make adjustments if you think it is not up to the mark. If you have training, you will not benefit from it. So then you have to make some adjustment. Adjustment where? Even in training methods. Or even you can go a step back where you are designing the training. And even if it is still not working, you can go back to stage one, see what is the issue. So that is the follow up. See the effectiveness. And if required, make the necessary adjustment, so that you should make it as a better training process. There are certain learning principles. As a manager, you too, as a trainer, as a trainer, you too. Learning has basic requirements. Participation is must in the learning process. See, not only seeing, not only listening, but doing is very important. Zanitorpe be or practically be up to participation, which learning process is necessary. And it can increase the learning process. This is the first learning principle. Participation, participation and participation. Repetition. If you don't understand one thing, then read it. If you don't understand a new thing, see it for the third time. The more you repeat it, the better chances will be that you will get it through. More your learning will be done. So what is the second principle? You repeat it. You are teaching any way. You are teaching any subject. You are learning some things. Process, behavior, whatever. It is not enough to get it done once. Repeat it. The more they will repeat it, the better it will be. This is not the purpose of it. You repeat it every semester. No. The purpose is to say that today let's see that we are reading the training part. It is not over after reading it once. See it twice. Read the text. Come back and listen it again. Then make your notes and compare it. Then fix all the things in the big picture and try to understand it. When it is clear, then you don't need to repeat it. When you need it again, you can go back and quickly. If you look at the main points, then you will see all the things. Isn't it like this? This is how you are learning. This is how we are studying. The second principle by repetition. Repeat it. So you will increase the learning process. What is training you are learning? Whatever you are doing, it should be relevant to your job, to your basic capabilities. I am teaching you human resource management. I am giving you training for this subject. This is my subject and you are. This is part of your learning curriculum. All of a sudden, I am starting to discuss about marine. Maybe it is not relevant to you or me. Yes, for example we can take something, but not as a subject. I am starting to talk about medicine. So it is not relevant to our subject. Whatever you are learning, it should be relevant to your job. The purpose of your training, it should match your capabilities. So relevance is also very important. So this is the third principle. What does transfer mean here? There are some things. People say that God has advised us. Maybe it cannot be transferred in one way or another. But there are some things that can be transferred in learning. The same thing can be transferred. Let's say you have a skill, God gifted thing with you. If you close your eyes and think about it, you can see something. It is not necessary that you can teach everyone as much as you want. So that is part of your learning. So transfer is another principle of learning. Feedback is very important. Timely, specific, diagnostic feedback. This can also play a very important role in the learning process. So this is another principle. So we have discussed five principles. Participation, repetition, relevance, transfer and feedback. So we can call them learning principles. I hope you got the point now. Let's move forward. The purpose of training and development. Let's take training and development together at the moment. What is the purpose? What is the reason? I had seen in the last lecture that your observation is that was the reason. It was necessary. But why? Why? First of all, yes. You start training with orientation training. We discussed a lot of things in the socialization process. You need to train people because you have to get them ready for the promotion. Next job, the highest position. There is a different technology. There is a different procedure. There is a different requirement. Yes, you have to train people. That is also one reason, a very important reason for the promotion. You have to prepare the people for next stage. And again, this is also human psychology that they want to grow as I said earlier. I have to leave this job. Why? Because I don't have any chance for growth. If we talk about the next lecture career, you will see that a person needs to be in search of a lot of things. They want to grow ahead. People join certain organizations because they have good opportunity to offer growth. So that person needs to satisfy your growth needs to take care of them. So this is also a reason for your training and development. Very important factor. Training or training. Reduce the learning time. If a person will learn him or herself by hit and try method, what is going to happen? It will take longer to learn something. Not only it will take longer to learn, but it will be dangerous for organization or for him or herself too. Why? They can do mistakes. They can damage something. It can be tangible and intangible both. When you see yourself or when you learn on your convenience it takes more time. It is a hit and try method. So instead of that, if an organization brings you proper training or your learning, then of course you try to learn it in a minimum time. And the danger that I told you about hit and try, it can damage a person. It can damage the institution. And if you are working on an expensive instrument, it can be bad too. To save from that, you need to go for formal training and development process. So that is one reason. Yes, to cope with the change. We have already discussed about changing. Things are changing very fast. Technology is changing. So you have to change as an environment change. Otherwise what is going to happen? You will become the history. To cope with the change, yes. You have to change too. How do you have to change? By learning, by training. You have to prepare your people for that change. And to improve the performance, yes. Remember we started that you have to train people because it was their performance. When you have benchmark and you have seen that, your people don't perform as much as they do in the next door. So yes, with the training and development you can improve the performance of the people. That is also one good reason. Updating the skills, refreshment, refresher courses which we call. To keep it updated, with changing environment, with changing technology, this is also one good reason for training and development. A wide managerial obsolescence, it is obsolete. It ends with values. To avoid that, training and development is required. Not only for the line manager, but even for the top management. To update their knowledge to avoid, to be with the changing environment, with the market, with the world, you should also have knowledge. For that, training and development should be. And yes, to solve certain problems. Now, these problems can be because some are not satisfied as I said earlier. Performance level is not what should be. The things you want to make are not being made. The things you want to deliver are not being delivered. So, such type of organizational problems can also be solved by training and development. Enough for the reason, yes. Now you are convinced that, yes, this training and development is required. While you select the training and development program, you have to keep certain things in your mind. That is the thing. I will tell you that this subject of HRM will not be understood until you travel 1000 km, go there and see and then come. So, what kind of solution it is? You will say that this is a big expense. Convenience is not there. What learning will be? Why should I go so much? So, any training and development program or organization that you make, before you decide, they must keep something in their mind. They keep some things in mind and then decide. What are those things? Yes, cost effectiveness. You have to see the cost-benefit ratio. It cannot be, you cannot just say that what I am spending on it right now, the return and even you can have the long-term returns too. But still you have to see the training and development program that you have started designing, and what will be its return? Immediate long-term to yes. What should be its content before training? You should decide before time. What should be its transference? There are such unique things that have no relevance to it. And remember those learning principles while you are deciding about the training and development program. Participation, repetition, relevance and so on. Yes, do you have the proper facilities for those training? Whatever training program you want to conduct, the logistics that we have talked about, because certain facilities are essential. And some facilities are like that, which increase your learning process. See virtual universities, they have created a lot of things for you so that your learning is good. You watch this lecture on TV, you come to the CD, when you can watch it on your convenience Then you get PowerPoint slides along with that lecture. You also get notes. Even textbooks that are with you can be used in reference books. So these are all the things that come into those facilities. And then they also have the facility that you can come back and write to them and ask if you are not clear. And they will reply you. Similarly whatever training and program you want to lodge, their proper facilities are their requirements. Similarly, those who will take training, their performance and capabilities are that they can take training of that level. Like for your subject, for your degree program, the requirement was at least FFCA level. Why not, oh level, why not middle class people, level of people. Because they know that for this level of education, at least you should have this qualification that you should have a level of performance. Then you can go to the next stage. This should be clear. Similarly, the people who will be giving the trainer, the trainer, should also see their performance and capabilities. Who can get this training? What should be the minimum qualification? What should be the experience of it? Can they deliver it or not? Whether he or she is him or herself, clear about the concept. There are some criteria for that too. Before training it should be clear, before you start the training program. So, what is training and development then? Training is for the current job. Remember that? And development is for the future job. This training is being given for this. And development is being prepared for you to go to the next stage. What is this HRD? Human Resource Development. Remember this is part of Human Resource Management. We are talking about now the development of those resources which are known as Human. What is the development of the workforce? What do you have to do for its development? We name this program as Human Resource Development. Since it has to do something, training is also part of this. That is why I brought this idea, this concept here to discuss with you. HRD then? HRD has been defined as the organized learning experience conducted in a definite time period to increase the possibility of improving job performance and growth. For a broader spectrum you will see a few slides ahead. Remember training is the part of HRD. And what is HRD? HRD involves three parts. They have three outcomes. Training and development is one part, organization development is another part and career development is another part. See these are all three things are interlinked. How will the organization develop when your people develop? When their career development will be, how will their career development be when their proper training and development will be? So all three basic components, important components are integrated together and that is what is HRD basically. Our focus is only concern with training and development. We can divide the programs in three parts, in three categories. Now don't be confused, we have started training for the present job, development for the future job. Let's explain this a little bit more. But I believe at the end of today's lecture you should be clear what is training, what is education, what is development. Let's split this a little bit more ahead. HRD programs are divided into three categories. Training, education and development. The training and development we discussed at the beginning, that was the simplest way. Let's talk about it in detail in normal life. What is training? Training is when you are acquiring certain knowledge that will help you with your current job. That is you are taking the training. You are doing the training basically. What is training? You are taking the training of the knowledge, the technology, the behaviour you are learning. And why do you educate someone? Education is basically a type of training in which you are preparing for different tasks, different things. You are educated in how to make your software. You are educated in how to understand your hardware. So education is the next step. For the next job, for the next position you are being taught that is education. Basically everything is education. Don't confuse yourself in words, just try to understand its logic. Look at its elements in terms of training and development. And what is development? This is training people acquire to acquire new horizon technology or viewpoints. It enables leaders to write their organization onto new expectations by being proactive rather than reactive. Two different terms. Proactive, reactive. Proactive is the one who is already making his own decisions. And reactive is the one who immediately reacts to a situation and responds to it. So logically, pro-actives are better than the reactive. They already make their own decisions for the next change. And the reactive is the one who will see the change. So development is a kind of proactive approach for the future. Let's see all these three things together and try to understand what is the difference between training, education and development. Training is for present, educating for the future and development to lead. Technically, these are the same thing which we discussed earlier, training and development. Training for today development for the future. So in the future, you go for a good position, you go to lead. But when we saw it from the HRD, it has been a little more specific. Training for present educating for future. In the future, you go for a good position. Development is in a broader spectrum for the future. A proactive approach rather than reactive approach. And remember this developing is a continue process. This is a continue program. You should not be satisfied that you have completed a training and development program today and that is enough. No. Tomorrow, you can have a different situation. You can have different environment. At present we have to decide according to the environment. You have to scan this whole thing around you, the micro and macro level and see what is required and how you will keep up the pace. And tomorrow when you will be standing in a different situation whatever you have learned today might be absolute. No need for tomorrow. When we are talking when we are standing in tomorrow's frame. So remember this developing, because training and development are working together, right? So whatever we are talking, the developing process is a continue process. It works in succession. Yes, development will be no. Tomorrow when you will be standing in a different frame there will be a new future ahead of you. So according to that, you have to organize yourself according to the organization and managers. Your training and development program has to organize yourself. You have to go along with it. We have also discussed the line and staff managers. What is the role of the line manager in training and development? They provide implies orientation training and of course they also assess the training needs and plan development strategies. They decide about those things. They provide on-the-job training and they make sure that whatever they have learned that should be transferred to the job. What about HRM? Human resource management department. What is the support of its training and development? Basically, this training is also part of the HR department. Training and development. Depending on the size of the organization, they might have a separate training and development program. Separate training and development program department. Which is of course part of the HR department. HR provide, they facilitate basically in orientation training. They contribute to the management development program. They not only provide training to the newcomer giving them orientation but they also help for the upgradation. They provide they arrange training and development themselves. They arrange if it is off-the-job training and of course they also evaluate the training. By research, by getting the result by getting the feedback, by survey or whatever even by performance crazy, they evaluate the training and development. Enough for today but before we close it, let's summarize what we have covered in this section. We try to understand how can we maximize our learning? Do you remember the principle of learning? And then we try to understand what is the purpose of training and development. The basic purpose, the reason. You do not want to get obsolete. You want to improve your performance. You give training and development for the growth of the person. You give training and development for changing and so on. We have discussed many reasons, many purposes we have discussed. And then we try to understand what is training and what is development. And yes, training is for correct job and development is for the future. We have tried to understand another subject which is HRD, human resource developed and which is part of of course human resource management. We have also seen that training is part of HRD. What does HRD see? It also sees training and development. It also focuses on career development and organization development. Because all these three things are interlinked depending on each other. Or as I said earlier, training is part of HRD. And then we went in depth and tried to understand three part of HRD in training and development that is training, education and development. Remember these are overlapping things but training is for the present. Education is for the future next day, next job, next position and development is a proactive approach of future. You can start training for that you are preparing yourself before time. So what should be next now? Because we are talking about training and development and we have also discussed few things about the career development. So I thought let's start, let's go next about the career. What is career development? What is career path? What is career management? And once you will understand what is career, it is not that much easy. So I will try to discuss few things about career. Make it very simple. And then we will go ahead. Then we will try to see the performance appraisal. There are many concepts that are coming to the side. I am touching them a little so that things should be clear for you. These things don't get confused. Keep the basic concept in focus and this is to help them. So that will be our next lecture about career. But then I will talk about reinforcement. Unless you read and read again and again then it will not be clear. This is the end of today's session. And with this knowledge that you have understood today's lesson and today's lecture. And before you will start the next, you should have also gone through those carrier things from your text. Otherwise you should have seen any management book written on it. So do read it. With this hope, thank you very much. Assalam-o-Aliakum.