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MGT501 GDB No. 2 Opened on July 04, 2014 and Last Date to participate in discussion will is July 10, 2014.

Discussion question:

Assuming that an organization already provides extensive employee development programs, should it need to consider a career development program as well? Why or why not? Discuss with solid arguments.



Topic/Area for Discussion:  “Career development”

This Graded Discussion Board will cover first 28 lessons.


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Replies to This Discussion

employ development program;

It is expected that employers will train their employees to
perform tasks specifically related to their job. This training is
carried out in work hours and is paid for by the employer. What
is of interest for the purposes of this brief is the tendency in
recent years for companies to offer their employees opportunities
for broader skills development. These skills may be vocational or
indirectly job-related but can also be completely non-vocational.

Who is responsible for employee training and development?

Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.

For employee training and development to be successful, management should:

  • Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built
  • Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility
  • Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff
  • Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization?
  • Explain the employee development process and encourage staff to develop individual development plans
  • Support staff when they identify learning activities that make them an asset to your organization both now and in the future

For employee development to be a success, the individual employee should:

  • Look for learning opportunities in everyday activities
  • Identify goals and activities for development and prepare an individual development plan

Cost-effective methods for employee training and development

Employee training and development needs to suit your organization's context, job descriptions, employment contracts and collective agreements. When selecting employee training and development methods, it is important to remember the learning process. There are many ways to provide employees with learning opportunities, including:

On-the-job experience


  • Committees are part of every-day activity in any organization. They can also be effective learning tools, with the right focus
  • Committees made up of staff from different areas of your organization will enhance learning by allowing members to see issues from different perspectives
  • Set aside part of the committee's work time to discuss issues or trends that may impact on the organization in the future

Conferences and forums

  • Employees can attend conferences that focus on topics of relevance to their position and the organization
  • Upon their return, have the employee make a presentation to other staff as a way of enhancing the individual's learning experience and as a way of enhancing the organization. (Some conferences and forums may be considered off-the-job learning)

Critical incident notes

  • Day-to-day activities are always a source of learning opportunities
  • Select the best of these opportunities and write up critical incident notes for staff to learn from. Maybe a client complaint was handled effectively. Write a brief summary of the incident and identify the employee's actions that led to a successful resolution
  • Share the notes with the employee involved and with others as appropriate. If the situation was not handled well, again write a brief description of the situation identifying areas for improvement
  • Discuss the critical incident notes with the employee and identify the areas for the employee to improve upon and how you will assist the employee in doing this

Field trips

  • If your organization has staff at more than one site, provide employees with an opportunity to visit the other sites

  • This helps your employees gain a better understanding of the full range of programs and clients that your organization serves

  • Field trips to other organizations serving a similar clientele or with similar positions can also provide a valuable learning experience

  • Give staff going on field trips a list of questions to answer or a list of things to look for

  • Follow up the field trip by having staff explain what they have learned and how they can apply that learning to your organization. (Fieldtrips can also be an off-the-job activity)

Job aids

  • Tools can be given to employees to help them perform their jobs better. These tools include: manuals, checklists, phone lists, procedural guidelines, decision guidelines and so forth
  • Job aids are very useful for new employees, employees taking on new responsibilities and for activities that happen infrequently


Job expanding

  • Once an employee has mastered the requirements of his or her job and is performing satisfactorily, s/he may want greater challenges. Consider assigning new additional duties to the employee
  • Which duties to assign should be decided by the employee and her or his manager
  • Organizations with flat organizational structure are starting to give some managerial tasks to experienced staff as a way of keeping those staff challenged


Job rotation

  • On a temporary basis, employees can be given the opportunity to work in a different area of the organization
  • The employee keeps his or her existing job but fills in for or exchanges responsibilities with another employee


Job shadowing

  • If an employee wants to learn what someone else in your organization does, your employee can follow that person and observe him or her at work
  • Usually the person doing the shadowing does not help with the work that is being done

Learning alerts

  • Newspaper articles, government announcements and reports can be used as learning alerts
  • Prepare a brief covering page which could include a short summary and one or two key questions for your employees to consider. Then circulate the item
  • Include the item on the agenda of your next staff meeting for a brief discussion

Peer-assisted learning

  • Two employees agree to help each other learn different tasks. Both employees should have an area of expertise that the co-worker can benefit from
  • The employees take turns helping their co-worker master the knowledge or skill that they have to share

'Stretch' assignments

  • These assignments give the employee an opportunity to stretch past his or her current abilities. For example, a stretch assignment could require an employee to chair a meeting if the person has never done this before
  • To ensure that chairing the meeting is a good learning experience, the manager should take time after the meeting to discuss with the employee what went well and what could have been improved

Special projects

  • Give an employee an opportunity to work on a project that is normally outside his or her job duties. For example, someone who has expressed an interest in events planning could be given the opportunity to work as part of a special events team

Relationships and feedback


  • Coaching refers to a pre-arranged agreement between an experienced manager and his or her employee. The role of the coach is to demonstrate skills and to give the employee guidance, feedback, and reassurance while s/he practices the new skill


  • Mentoring is similar to coaching. Mentoring occurs when a senior, experienced manager provides guidance and advice to a junior employee
  • The two people involved have usually developed a working relationship based on shared interest and values


  • Some professional specialties have informal networks designed to meet the professional development need of the members. Members meet to discuss current issues and to share information and resources

Performance appraisal

  • Performance appraisals are partly evaluation and partly developmental. In traditional performance appraisals the manager and employee evaluate the employee's strengths and weaknesses. In a 360-degree performance appraisal, feedback is gathered from supervisors, peers, staff, other colleagues and sometimes clients. The results of an appraisal can be used to identify areas for further development of the employee

Classroom training

Courses, seminars, workshops

  • These are formal training opportunities that can be offered to employees either internally or externally. A trainer, facilitator and/or subject matter expert can be brought into your organization to provide the training session or an employee can be sent to one of these learning opportunities during work time


Off-the-job learning

Courses offered by colleges or universities

  • Many colleges and universities offer courses relevant to employees in the non-profit sector. Employees may attend these classes on their own time or your organization may give them time off with pay to attend. Employees are often compensated by the organization for the cost of the course

Professional associations

  • Professional associations, like networks, provide employees an opportunity to stay current in their chosen field

Reading groups (also called learning circles or reading circles)

  • A group of staff meets to discuss books or articles relevant to the workplace/organization. Meetings usually take place outside normal working hours, such as noon hour or right after work

Self study

  • Self-paced independent reading, e-learning courses and volunteer work all provide learning opportunities. The employee engages in the learning activity by choice and at his or her desired pace of learning
  • Information and course offered by the internet are called e-learning. A variety of learning opportunities can be accessed this way. The choices range from formal training offered by colleges and universities, to an informal walk-through of a given subject, to reading reports on a topic. E-learning can take place on or off the job

carer development program;

Career Development services are designed to provide individuals with career awareness, self development, and career decision making skills.

  • To help individuals cope with continued changes in the world of work.
  • To help individuals develop a realistic attitude toward the dignity of all work and workers.
  • To help individuals understand their unique abilities, interests, and aptitudes.
  • To help individuals develop a realistic understanding of themselves in regard to decision making and career alternatives.
  • To provide up-to-date occupational information and other labor market data.
  • To provide the opportunity for individuals to become acquainted with a wide range of occupational and educational opportunities.
  • To provide information about the world of work that will assist individuals in making long-range educational and career plans.
  • To assist individuals in making appropriate educational and occupational choices.
  • To provide appropriate follow up information.

What is career development? 

A good definition of career development is the proactive planning and implementation of action steps towards your career goals. 

Although this definition of career development is related to career planning, it's a definition that can be applied to any area we want to succeed in.

MGT501 - Human Resource Management Graded Discussion Board (GDB) No. 2 Solution and Discussion Spring 2014 of Virtual University (VU) Due Date: July 10, 2014

MGT501 - Human Resource Management Graded Discussion Board (GDB) No. 2 Solution and Discussion Spring 2014 of Virtual University (VU) Due Date: July 10, 2014 

Graded Discussion Board

human resource MANAGEMENT (mgt501)

Dear Students,

This is to inform that Graded Discussion Board (GDB) No. 02 will be opened on 04th July, 2014 for discussion and last date to participate in discussion will be 10th July, 2014.

Topic/Area for Discussion:  “Career development”

This Graded Discussion Board will cover first 28 lessons.

Discussion question:

Assuming that an organization already provides extensive employee development programs, should it need to consider a career development program as well? Why or why not? Discuss with solid arguments.

Please Discuss here about this GDB.Thanks

Our main purpose here discussion not just Solution

We are here with you hands in hands to facilitate your learning and do not appreciate the idea of copying or replicating solutions.

Work on your employees’ effectiveness by setting up an employee development and training analysis method. Take a deep look at the results that you get and make changes accordingly in your training programs.
It is important to understand that lack of career development opportunities can hamper the growth which in turn can cause lack of motivation and severe drop in performance levels.

For businesses to become profitable the employees must be empowered and everything must be done to enhance their abilities. This is where an employee development and training program comes into picture.

The whole process helps the growth of an employee and makes him suitable for any position, if required, and aids them in their career advancement. Cross training activities tend to bring great benefits for both the organization and the employees working there.

Organizations these days cannot ignore the employee development and training as it is a win-win situation for everyone involved. Without a proper training program the organization could go down hill in a jiffy and could have disastrous results.

The reasons could be as simple as lack of communication between the top management and the rest of the people in the company. But this basic mismanagement can lead to loss of money for the company, loss of job for an employee, and possible loss to clients or customers.

With proper and extensive employee development and training, the issues like ones mentioned above can be minimized. All new employees should be initially made comfortable and must be introduced to their work slowly. Burden shouldn’t be on them from the first day itself. The progress that is made then should be monitored by the team leaders or managers and corrected if some thing goes wrong.

To simplify the matter, an employer must talk to their employees about all the business procedures and processes. It is always a motivating factor when employee feels good that he or she has certain decision-making powers. A one to one approach works better than making an employee read manuals after manuals.

Employee development and training is a continuous process and doesn’t end after an employee joins in as a fresher. At every stage of his/her development, the training becomes absolutely necessary.

With world coming closer and becoming more connected, the need for the employee development and training cannot be ignored. To be relevant in this very competitive global market, the employers need to constantly look after their employee needs and train them accordingly. Hiring a fresh recruit is not an answer and won’t help the purpose.

Anand has more than 5 years of experience of writing various business articles including business management, human resources, talent management, Employee Development and Training, Hr training, Top HR issues etc

Good :) (Y)


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