 I am here today with our lecture number 22. So, should we start it? I hope we are doing fine and you are getting it easy and comfortable. I believe I have a lot of lectures, your basic basic components of management concept have been cleared. So, let us start our today's session. So, as I said that we are here today with our lecture number 22. Before starting our today's topic, let us quickly go back and see what we have covered in our previous lecture and that was 21. I believe you recall that we started with the hiring process or the selection we have to place the person, the hiring and that it started with the socialization process. We started with the purpose and importance of socialization, why it is important, why should organization spend resources time for this orientation and socialization process. So, we tried to complete this hiring process which was three stage recruitment, selection and socialization. Now, we have that person with you already, all those people which has been they were selected out of that pool of the candidates. This come the pool develop the selection process, we try to discuss those things and then finally, when they were in they were given this socialization training, this orientation training we call it some time. So now, training and I believe at the last of the last lecture, we just started the training as I always do, the next lecture that we have to start, some parts for you just for food for thought, for you to see what we have to read in the future. So, I have defined training and why we do it. So, we have discussed these things in the last lecture as well. And you will remember what training is. What is training? Training is basically a process whereby people acquire capabilities, skills. So, let us see what we are supposed to cover today. So, let us start training in a detailed way with the learning theory and implied training. First of all, we should know what is learning? You are learning, I am learning, everybody is learning. And as they say, and nobody is perfect. Every day is a new day. See today I have learned something, tomorrow it might be something new. Today you are learning something, tomorrow you will be requiring something different. Not only at your present position, but might be for your future career. So, you are learning continue for organizations to be effort. Remember what we started in, I think it was in lecture, second lecture or lecture number three, that what are the challenges of today's organization as far as HRM is concerned. And we gave four challenges, four issues that was to attract people, to develop people, to motivate them and ultimately to retain them. So, how you can develop them? How you can keep them motivated? And this is also human psychology, that you want that you should continue grow, grow in your career too. Or how can you grow with the learning, with the training? So, that is remember this, this is very important thing that we are learning. And the institutions, the organizations, our employees training and they take care of development, they develop the foundations, they develop the people and they flourish the society. Coming back to our subject, the learning theory. What is learning by the way? Learning is a relatively permanent change. When there is, if you are, you are starting something, you want to learn something. Or if in this, you feel that in your delivery, in your skills, in your knowledge, something has changed, it is a kind of permanent change, we will say that person has learned something. You do not know how to drive. You have learned and now you can easily drive your car. So, you can say that you have learned how to drive. You do not know how to operate your computer. You have started taking lessons from somebody. You have started learning this thing. So, when you are able to operate your computer, we will say that you have learned something. So, it is kind of relatively permanent change in your attitude, your behavior, your knowledge, your skills, whatever. So, that we can say it is a, it is, you have learned something. It was learning process. You have just observed somebody doing something and you have picked it. So, it can be direct or indirect, both way we can say. But remember it is relatively, you should have some kind of changes there in your behavior or your performance. When we can say it is, the learning has been taking place. Or learning organization. Very important concept of this era. So, learning organization. This is always been taken as a positive thing. So, learning organization will be organizations whose employees keep trying to learn things. No technology is coming, no attitude is coming, no behavior is developing. So, they quickly adjust themselves in the changing environment. Remember we said that change as environments change and that will give you that competitive advantage in the market. So, learning organization will be those institutions whose employees, whose employer even continue to try to continue their learning process. So, the bottom line is why we are talking all these type of things. Because as a manager you, me or anybody who is performing the job of manager, they should understand the basic purpose and processes of both training and development. They should also recognize the role of learning theory. What is learning theory? Basically when there is a permanent change whether in direct or indirect way, in the behavior, in the performance. And they can also use it in their own environment, in the training and development process. But there are some challenges too. It is not so easy. What are the challenges? What are the problems that you are trying to solve in order to give people training? What are the challenges that you are trying to give them? Whether that training is going to solve that problem? So, this is one issue, one challenge while deciding about or thinking about the training part. And what are the goals that we are fixing? We are bringing it to you before starting any training. Are they clear and realistic? Are the goals of training clear and realistic? And of course, everything costs you. So, especially when we talk about business point of view, when we look at the business values of any organization, they always talk about the return on investment. And if some institutions are spending some amount of money on certain kind of training of their employees, so you have to also see whether it is worth of spending that much money there or not. Is training a good investment? Because if you are not getting any result out of it, then what is the big fun of having those trainings there? Similarly, will the training work? Again, same thing. Why do we need training? That job behavior and behavior doesn't mean only just the behavior of the person. The outcome of that job is not proper. People are not satisfied with you. Your customers are not satisfied with you. For them, your knowledge and your employees, you feel that their knowledge and skill are not proper. That means you need training. You deal with some institution. Let's see. You are going outside in the market and asking a tailor that you need a dress. If you make your clothes, then you are not satisfied with his clothes. So, what happened? Something is wrong somewhere, right? Now, the owner should understand that when my customer, when my particular tailor is not satisfied with his stitching, then something is wrong somewhere. It can also be that the machine is not good. It can also be that the person who has the dress, his skills and training are not proper. So, then naturally, they will figure out that if the machine is also good, then the person who is doing the job is with him. This means if they will arrange some kind of training for him or her, then that problem can be solved through training. So, this is how training needs to be originated in any capacity, in any position. So, let's start then. I believe this time, it is clear in your mind that what training is. What is training theory? Why do we do training? Now, let's go ahead and look at the formula aspect. And training phases, mostly through phases, this process goes through. What are the four phases? Let's go through those phases one by one. Need assessment. And we are talking about in an organization, basically. If organization has to decide what kind of training they have to arrange for their employees, the first step is, the first phase is to assess the need. What is the issue? Why we want to arrange training? Then after assessing the training need, you will design the training. What content will be covered in that training? What will be taught? How will be taught? And the third phase should be, how will the training be done? Who will do it? And how will it be done? Of course, work cannot be done here. There must be another stage, another phase. And what that should be? Yes. You have to evaluate whether the work I have done, the training I have done, did it work? Did it work? How will we know that it is effective? It has affected, it has created some changes there. Let's go one by one again and a little bit in detail and try to understand those things. I have, I understand that this is a bachelor level course. That is why I am going in that detail so that everything should be clear in mind. So, number one, the phase one, the need assessment. How many employees do you have in your organization where you are experiencing some kind of deficiency which can be overcome through training? Should you immediately address it? Should you go with the time? And how important that skill is in a big picture when we are talking about the whole organization? And how you can determine the training needs? Like you, if when you are studying, you might be feeling that this area is where I have a little difficulty. So, whenever, the most important thing is that you self-assess, it implies the people there. They themselves feel that yes, they are deficient there. Sometimes customer complaints, your customers are very good judge. They can give you guidelines, they can provide you the guidelines, they can suggest you that there is a problem here, because of this, we are not satisfied. Similarly, when there is new technology, then naturally you need to train people now. Because now you have the new technology, new equipments, new processes. You are not taking care of us, you are not training us, you are not giving us a chance to learn. And then you are interviewing the line managers and middle managers, because some organization, the larger organization, they might have a very good R&D department. Their research wing, their training department, they themselves assess where training is needed. And you can go instead that you should be waiting, that customer should come and complain. Why don't you go and do the survey? Why don't you go and get the feedback from them? And that will be a good indicator for you, whether you need some kind of training, for your employment, for your employees, for your institution or for your organization as a whole. Similarly, observation method, you can observe yourself if you are a manager. Anyway, these are a few things from where you can get an idea that yes, now you need to have proper training program for your organization. So, as I told you on three levels, on the organization level, on individual level and on task level, on all three levels, you can determine where training is needed. As a whole, do you need to train the organization? Now, how can you say that whole organization needed training? You might be using the old technologies. You don't have proper machines. You are using processes, that is why your efficiency effectiveness is different. So, that is the organization level analysis, where you will understand that yes, we need now changes and with those changes, you have to also train your human resource. Similarly, on individual level, and you can also see a proper task. But no, it should not be done like this. Let's change it as a whole, so that in a complete picture, you can have the better results or efficiency. So, you can do analysis of three levels. You can do analysis of the organization level. You can also divide that particular task and see the task, where it is needed, for the change of training and on individual levels. So that you should move with the changing environment. Let's move forward. In a way, you have to do the, you have to conduct a gap analysis. And what is gap analysis? What you should be doing and what actually it is there, the difference between those two things is the gap analysis. So, what are they doing? What kind of response are they getting in the market? So, where should you be? Delivery wise, customer satisfaction wise, performance wise. And what actually you are doing? And the difference between those two things is the gap analysis. And that itself is a good indicator from where you can get that idea that you need training. And then you make your objectives and priorities based on that. Short term can be done, long term can be done. Short training can be done, long training can be done. So, after assessing the need and developing your priorities, short term, long term, now you have to go to next phase. And that is designing the training. What do you have to do in that? Which ones? First of all, you have to see whether the ones you have to give training are ready. Their attitude wise, their behavior wise, their mental capabilities wise. The training you want to give them, for that they have to have readiness. It is very important. It is possible that for a special training, to prepare them, before that you have to go back and get some more training. Which basic skills do you need to do that training? You have to determine those type of things. Then you have to consider how you make sure that learning is proper. Which style do you want to train your people with? Whatever training you want to launch, for that which learning style? By doing it, by watching it, by listening to it. And how? Do you want to practice with them? Do you want to give them some little material? Do you want to get them to practice with you? So many different styles. And then you have to see how you have to transfer that learning. You have to enhance that transfer. That wherever their performance is, wherever their job is, that training and that learning benefits them. And remember one thing, very important. You must have heard it many times. You must have been told that if anyone's learning, the capacity to remember these things increases with whom? Let's see, the minimum remembrance will be if you will only hear. Just by listening, you may remember a few things. But if you are listening and watching, then chances are that you will be able to remember that thing more. But if you add one more thing in it, that you should hear, you should see it, and you should do it, then chances and probabilities fill it to remember. This arrow show is mentioned in this slide. What is the need for this? That just by listening, you may not be able to remember as many things as you can. You may not be able to properly learn as many things as you can. If you watch it with listening, then it will increase. But the most important thing is your remembrance. The most important thing is your learning. When you will hear it, you will see it, and at the same time, you will do it yourself. Then chances are, then probabilities, you will retain it for a long time. So, keep this basic concept in mind. So, whatever training you are designing, whatever training you are doing, then you should include those things in it. You are also listening to lectures. If it was just an audio, then you would have just listened. Now, you are also listening and watching. And then you will do your own homework, like you will do exercise, assignments are given to you. So, what will happen if you do these three things? That you will start understanding things, learning will start getting better. Sometimes, you are listening to lectures from teachers. Any problem solvers, mathematical questions are being solved. Some are giving you the concept of programming. Some are discussing it from you. So, you feel that it is very easy. I can understand that. But you do not do it by yourself. You do not read it, you do not listen to it. So, what happens after a while? You forget it. But whatever you have done with your own hands, you are involved in it, you have seen it, you have done it. That thing does not speak so easily. See, can I? Let us move forward. Stage 3. Step 3, you can say, or stage 3. Or phase 3, which we were looking at, delivering the training. Now, you actually deliver the training. First, you did the need assess. Then you designed it. How should the training be? What style should I do? And now, third phase, third stage is delivering the training. Before delivering, you should put a little bit of a pilot project. A little bit. In-house, you should see its activity. You should see whether training is beneficial or not. And you might have to revise this program. Then you have to make some logistic decisions. If you want to do in-house training, if you want to send someone somewhere, what requirements will be there for that? How will the travelling be? What equipment will be needed for that? Even in the classroom, you see. You need multimedia, you need computers, you need a screen, everything. For logistic, you have to design it. Actually, when you are going to the training. Similarly, how will we use internal and external sources for training? And sometime, you might have to go for all-learning training. See, you are not sitting in the classroom. You are watching TV. You are watching the monitor. And that is how the learning is taking place. This is how this training is taking place. Which methods can we use for training? Do you know some of them? Let's see. There is a way of lecturing. You start studying in colleges and universities. You are given a formal lecture. Through case studies. Listen to the stories of others. As a case, read them. Your learning is that, yes, that is what happened with those people. And that is how they control this thing. So, that is a learning process. That is a training. Yes. Simulations. Nowadays, even in business, we do marketing games as well. Simulation is that you create an artificial environment, which is like a real environment. And you process everything there. How did you learn how to drive? And let's go back when you were young. How did you learn how to drive a cycle? So, first, you must have created a cycle. You sit on it and use your feet to drive a pedal. So that you can practice a little. So, that was a simulation, right? That was not given on the road in reality. Similarly, you sit on the computer. You play video games. You drive the car. Even people who go to space, they start creating a vacuum. And they are trained in that so that the real simulation process is there. So that they can see the real-space experience here. And your training is also a method. How is there a learning training with you? We are using this new technology. The help of media. There is also a formal lecture in this. Shah Shamal. But the conventional method is a little bit different. The kind of interaction that happens in a formal lecture or in a classroom, that thing is missing here. But it has been argued that you can come back. You can write to us. We can write back. And this is how we will do this training part. Apart from that, in terms of sending you to a real environment, a similar simulation, a hypothetical or an artificial environment is created. In terms of that, as you students in summer, we send the U-M-1 business student to the Mughals. They are not employees there. But they have to go and work there in the real environment with the real team. And that is also a training part. And that is also very important, a training part. Mentoring. I mentioned about mentoring once. That organization now assign some senior people with you that they are your mentor and you can work with them. The senior people you work with, that is your learning. That is also a training part. So mentoring is a concept that we can use as a training tool. Discussion is another way. People have training as a group discussion. In-formal training or corporate level training is basically their discussion training. Especially at the higher level of management. Games. Now games. At least there are no games here. As I told you, now even the management studies, marketing especially, we use the marketing games. This also comes in a simulation training. But there are different kinds of games. Through games, you have your training. In our business, when we take business education, there is a different kind of stock exchange created. Computerized, you input data. You are not investing in reality there. But you use some amount in that stock. And then return, you see that when the other forces of the market affect you, then what results do you get in return? So these types of games are also good tools, good training methods that we can use as well. And role playing. Very good training method. Again, I will give you the example of business education. And through this whole process, they don't all, they're not only learning something, but they're also getting benefit out of it, like financial benefit. We used to get different kinds of financial investment when we used to study. We used to make a team. And it was said that you have to invest so much money to do this project. And you will take the return that you get. But along with that, your training is taking place, that if you have to manage a project, then how will you do it? So role playing is another method of training. Computer-based training we have. These are your CDREs you have. Business learning program. So that is also one method. Video training, like we are doing. This is another method. So broader spectrum, we will look at the workplace training methods. We can divide them in three different groups. One is on-the-job training. Another one is after-job training and the. Then you can have individualized customer-tailor, a special training for persons. So two training, broader group, we divide them. On-the-job training and off-the-job training. What is on-the-job training? When you give the training on the workplace where you can use the job rotation method, you can use the mentoring method, so that you don't have to leave your location to give training somewhere else. The same place where they are doing the job, they don't have to give training from there. It has benefits and losses. Of course, the benefit is that it is convenient for you, it is economically cheap for you. But the loss can be that you can do the rest of the work because you will make mistakes in learning. Second is after-job training. When you actually go to different, like, you know, you go to the stage, you go to the institution, you go to the training center, you take training there. And the important thing out of this whole training thing is that you should transfer this training from the classroom or from where you are learning to actually do the job. This is the most important outcome of that training. You cannot transfer it on your actual job. When there is no benefit, when that thing cannot be transferred, what is the benefit of that training? So remember, transfer of training from the classroom or from the training place to actual job is the key to success. The benefit of that is that it depends on how much you transfer to your job. And why this transfer of training fails? Usually, we see that people are given training, but their performance is still not better. So we see two or three reasons. Firstly, it is not possible for them to learn. Whatever you are teaching them, whatever you are teaching them, that is not their cup of tea. This is not about their bus. And the second important reason can be that they do not understand the real-life applications. What is the benefit of that? How do they apply it? They are taking training. They are understanding it from two to four points. But what is the benefit of that? How do they use it in their job? Here, she is not getting those things. That is also one reason that this transfer is of knowledge from class to job is not taking place. And then, sometimes it happens that due to lack of confidence, the benefit of that is not possible. And some people have bad memory. They might forget quickly what they are learning. Memory doesn't mean that you memorize things. Retention, how many things do you retain? How many memories can you keep? Some people, naturally, they are all human beings. Now, don't take this as a meaning that some people are good. They are exceptional, they are unique. Normally, Allah has made every mind of ours so that our learning can be good. If we will put our efforts there. The fourth stage, the fourth step is the evaluation part. After assessing, you design it, you implement it. Whatever method you have used, lecture, job rotation, simulation, whatever. Now, you have to see whether it worked or not. Did it work? Do you remember the slide that we told you in the beginning? We have to see if it has any benefit or not. Not only to evaluate the training at that time, but you also get help in the evolution of the future. First of all, we have to see what to evaluate. What do you have to evaluate? Whether the event that it was, it was all right? Or whether the logistics that you arranged, whether it was to eat with tea or water, it was all right? Now what? What will be its design? How will you evaluate it? Let's start with what to evaluate. Trainees' reactions? Reactions mean here. What was it performing before and after the training? Its confidence level was high. Its performance was better. That is what you have to evaluate. Can you test it? The moment you are listening to the lecture, your training is going on. So what will happen logically at the end of the semester? You will be tested. Of course, your exams will go on, I will check the assignment, but then you will be tested at the end. How much you have understood it? Are you kind of at a level where you will be able to? Now you can be able to? You are able to deliver something. So testing is another way to evaluate. Performance appraisal in our organizational setup is of course another way to evaluate. And similarly, the record of the organization can also help you to evaluate your training. And what are the sources of the evolution of performance? As I told you about the information, pre-test and post-test training performance. Before the test, it was the performance. After the test, the performance or after the training, the performance. Similarly, the trainees themselves evaluate. You see that when you are training, the end of the training, the trainees also evaluate what they have learned. For example, when you start a lecture or a chapter, the objectives are given in the beginning. Okay, at the end of this study or this chapter, you should be able to do these type of things. So if you can assess yourself, whether you are capable of doing those things, then this is also a way. And the change in the organization after the training, you can also evaluate whether your training has done something or not. And when we are talking about evaluation design, you have to see, but always whenever we compare things, we compare with some control. Control means that nothing has happened with it. You have 10 people working, you said that if you do not have a performance up to mark, then we have to do their training. Now, when you have decided to train, train with those people, then let's see that you have picked four people, let's start with four groups and we will do their training. So you have given training to four people. And those who did not give training, that group can represent now the control group. Those who you did not give training. And those who gave training, that is the group where, which has been given the training part. You can compare these two's performance after training. This is also a way to evaluate your training methods, trainings, whether it has a difference or not. Similarly, both of them, of course, those who have given training to control, they can take pre-training tests. And then after training, see their performance, test them. This way, you can evaluate your training process. So what do you think? Enough for training, I think. Training is not finished yet. We have to go a little bit further. But let's stop it here for today's lecture. But we have to quickly go back and review this today's topics. And then we'll move further for the next lecture. So let's see what we have covered today. Spaces of training. So what were the four phases? Please recall and tell me. Four phases, four steps, four stages, whatever you say. So there are four phases, right? So phase number one, need assessment. In need assessment, we decided we try to identify the basic issue. So please note that all stages are important. No one can say that number one is more important, number two, of course, they're all important, like start with the first phase. What is the issue? If you don't know the issue, if you don't know the problem, then how will you get rid of it? So the start is starting with the importance that what is the issue, what is the problem? You go to the doctor. If he doesn't understand your problem, then what will the medicine give and how will you be fine? And training is the same way. So if you have identified a wrong kind of issue, a wrong problem, which is not related to whatever actual problem is there, what is going to happen? All your four next three stages, there will be a stage of time, money, resources, and of course, look at the opportunity cause. The first stage, what is the issue? What is the problem? So when it is clear, now naturally, the next stage should be what to do. So the second phase, the second stage, you have to design it. And how you will design it? What kind of content will there be? What kind of things are there? What kind of things do you have to see? What kind of things do you have to include in that training? Like when we were designing your HRM course, so that was one way that we should right away go and start with your recruitment selection. We started with the HRM part. But we realized now, after discussing with our colleagues, that this is a course for BS-level students, who do not have a basic management background. They do not have basic organization behavior. So we went back and we redesigned this course again. And we tried to put that content in it, like we did with basic management from now on. Why? Because we knew who the audience is and for whom this course is being designed. And if this course was designed for management sciences, it should have been totally, it should have been started in a different way. So number two is designing the training. When designing, what is next? You have to deliver it. How will the training be given? Which method will you use? Lecture method? First of all, whether it will be on-the-job training or off-the-job training. And then if you decide to do training in your setup, then you have to adapt to it. Will it be a mentoring method or a job rotation method? Or what? So all these things are linked from the first stage. What is the issue? What is the problem? And based on that, then you move there. So last stage, evaluation. And as I said earlier, this is not only important for this particular training which we are talking. Even this evaluation will affect your future training. When we talk about evaluation, how will we know that it is effective? Or did it work? So as soon as we saw how we will know that it is effective, that method is very easy. For those who have trained, you can see their performance. Does it make any difference? Is it better? And compare them with the control. You can test them before and after the training. And if there is some obvious difference there, then really we can say that this training has worked. Otherwise, what to do? You have to go back again, re-evaluate it. Even you can start with the step-by-step. Whether the implementation has been done properly? The training method you thought it worked properly, the one who trained properly did it properly. Let's see, that is also correct. This means that your training was a problem in designing. You made a wrong decision there. What should be included in this. If let's see that that was also right according to the issue. Then the problem is with the issue. You have identified the problem. You have identified the wrong issue. You have picked the wrong problem. That is why you are not able to create any difference. So this is exactly like a management process. You plan, you implement and you control it. And control is basically a diagnostic technique. You see that the way I had planned and the way I had planned whether I am getting the result or not. And that is what is happening in this training part. So the last phase is evaluation as I said. And in evaluation, that is the same thing. Did it work? If your problem is solved, then excellent. Otherwise, re-evaluate it. And learn from these things that the training of the future in your organizations will help you in that. So what should be the next topic now? Are we done with training? No. We still have to go with a few other aspects of the training. What is there? We use this learning tool for this. So how can we maximize it? We will see in the future. How can the maximization of learning or training be? And what is the reason, the basic reason? Of course, one thing I have told you in the beginning that the needs you had are not satisfied with your customer. You feel deficiency and so on. But again, we can go a little more detail about the purpose of this training and development. And then we will look at the training and development. And all together, maybe you remember, we defined the training and development as lecture number 21. We saw that training is for the current job. And development is for the future job. Your promotion is not there. You have to work at a higher level at the next stage. So whatever training or education will do there, that will be the development part. We will look at these things as well. In a very broader picture, the human resource development concept is the human resource management. The human resource management is the next component that we call HRD, human resource development. And HRD is sometimes used for the human resource department. But here we will be talking about human resource development. What are the things? And what is the relationship between it and its training? We will not try to understand this. But for that, now you have to first complete whatever we have discussed in today's lecture and also read more about training so that you should be comfortable when we are discussing in lecture number 23 next time. So should we stop it here? So let me stop it here. And I hope you have understood this basic training concept. I will urge again. Please go through those topics in your text and come prepared next time too. With this start, thank you very much. Salaam Alaikum.