Te x t i l e I n d u s t r y T r a i n i n g P l a n

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues 1. Recruitment and Retention
Workforce demographics- older staff due to leave by 2020 removing core skills and talent with a lack of younger workers entering the sector. Skills transfer is needed to keep pace with the exit of older workers and a limited pool of technically trained staff. Older staff are ideally placed to mentor new or young staff and/or transfer skills with support and training (e.g. train the trainer) used as a succession planning and retention strategy. Actively re-recruiting the skills and experience of return-to-work people is an untapped resource.

Sector Goals- the desired outcomes

Workforce Recommendations
The ATITO defines and develops career and qualification pathways, flexible training options, recognition of existing skills and transferability of skills (including international) in consultation with stakeholders. Multiple entry and exit points within textile career pathways and qualification systems are created by the ATITO to offer flexibility and ease of re-entry into the sector and to shorten the timeline between entrant to expert. The ATITO undertakes a full textiles qualifications review in consultation with stakeholders. The ATITO considers profiling or psychometric testing to identify the characteristics of individuals who are attracted to or who excel in the textile sector in order to develop targeted recruitment and training strategies that create a diverse workforce, build capacity and support succession planning. The ATITO uses a training profiling strategy to develop learning opportunities that best suit

1. The sector attracts trains and retains the right staff with the right skills, at the right time. 2. The sector is recognised as an appealing and viable career option with industry led career pathways, varied roles, job security and attractive work-life potential. 3. Gateway programmes are fit for purpose, are appealing to young people and increase recruitment and retention of younger workers.

4. Qualifications, skills pathways and training enhance Textile manufacturing needs to have a recruitment, retention rates, profile in tertiary engineering options to literacy and numeracy and attract younger, qualified staff, build reduce the costs associated with capacity and to support succession these.
planning.

The full draft record of workforce issues discussed by the SAG can been found on the ITO website; www.atito.org.nz

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues
Limited pool of trained staff within New Zealand and globally-particularly technical or specialist skills. Low pay does not encourage recruitment but there is scope to create a better image, work-life balance and desirability .Including sociable, family friendly, skills based pay, work-life balance, natural, local and sustainable quality/attractive products, variety and technical challenges, national/international recognition, literacy and numeracy support, nationally and internationally recognised training. Training outcomes linked to productivity might be recognised with performance based pay. Sense of a sector lacking an appealing profile and image despite being essential to the production of valueadded, high end textiles under brand New Zealand with eco-sustainability and unique fibres and products. Ability to cope with change and integrate new practices increasingly important for competing in overseas

Sector Goals- the desired outcomes

Workforce Recommendations
the learning styles identified by profiling and to maximise success. The ATITO develops a training and qualifications framework that attracts or develops staff with a wide skills base e.g. technical skills, management, productions and interpersonal skills. The ATITO makes available or facilitates the tools, resources and systems required to maintain a high achieving learning workplace culture with effective succession planning, mentoring and training support such as networking, access to technology/computer based learning etc. Recruitment, retention and succession planning means the ATITO develops career pathways and training systems that are flexible, offer multiple entry and re-entry points and qualifications options, recognition and transferability of skills (including those gained internationally) and appropriate delivery modes. The ATITO, in consultation with stakeholders considers creating and maintaining a database of textile staff with appropriate technical skills (or desire to gain these) as part of a strategy to retain technical skills within the sector.

5. A high status platform for effective succession planning, skills transfer and mentoring is established. 6. The industry recruitment and training dollar is maximised by a well evidenced recruitment and training selection strategy and toolkit.

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues
markets. Immigration offers potential for access to skilled staff but the sector must have the potential to influence thisand government policy must support sector requirements.

Sector Goals- the desired outcomes

Workforce Recommendations
Tertiary stakeholders and learners are supported through the promotion of work placements, particularly in manufacturing engineering. The learning and training needs of migrant workers, including recognition of previous skills and qualifications is understood and supported to enhance recruitment and to maximise skills transfer and productivity. ATITO demonstrates leadership to establish and manage the support systems required to develop, nurture and advance staff in training. Industry based task groups/forums will support the ATITO in this work. ATITO will work with industry based task groups to use the Industry Training Plan to inform qualification development, in consultation with stakeholders. The ATITO researches and implements a workplace mentor training system and model that supports skills transfer to new staff and systems/tools for effective succession planning. Priority is given to technical/specialist skills. ATITO and individual workplaces promote the role of industry mentor as high status

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues Sector Goals- the desired outcomes Workforce Recommendations
conferring recognition of the individuals standing and knowledge. The role also contributes to collective job security through skills transfer. The mentoring role is supported by training The sector works with the ATITO and secondary schools to establish a Gateway programme to promote clear and appealing career pathways for secondary school students. Strategies are developed to enhance work-life balance, flexible hours, and shorter working weeks for older workers, return-to-work options for parents and access to a wide range of skills, technology and roles. The ATITO works with the sector to promote Industry success stories and role models to create a more appealing profile for the sector. Skills based rewards linked to productivity and continual improvements are evaluated in consultation with stakeholders, including unions.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 2
2

The full draft record of workforce issues discussed by the SAG can been found on the ITO website; www.atito.org.nz

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues Sector Goals- the desired outcomes Workforce Recommendations

Workforce Development Issues

Sector Goals- the desired outcomes 1. Industry has a forum and mechanism to define and develop nationally recognised qualifications and career pathways. 2. Qualifications are internationally benchmarked. 3. Qualifications, career pathways, skills progression, training, content, and delivery are relevant to the diverse needs of the textile sector. 4. An industry driven cohesive template or framework for training and development is applied across the sector. 5. The framework for training and development is future focused, efficient and educationally

Workforce Recommendations

2. Training and Development

Skills outcomes delivered (or not delivered) through tertiary training programmes are perceived as being mismatched to the skills needs of the sector. Establishing training and development requirements is a sector wide opportunity for developing cohesion in industry led career pathways and qualifications. This work should include international benchmarking for content, level, delivery modes and skills outcomes. Current qualifications are inflexible and do not reflect industry practice and often beyond the scope (too broad) required by industry. Involvement from all stakeholders will strengthen the work coordinated by the ATITO and stakeholders should be encouraged to contribute e.g. design,

The ATITO works with stakeholders to define and establish cohesive and relevant training outcomes that improve results for industry and learners, as directed by the Industry Training Plan. The industry driven cohesive plan will explore delivery systems or frameworks including for example, the role of apprenticeships, cadetships and multi-site workplace training where relevant. The ATITO demonstrates industry led innovation, a future focus, industry and learning best practice to drive training content, efficiency of delivery methods, systems and qualifications support, with a priority given to specialist skills within the textile sector. The ATITO works with stakeholders to define career pathways that will support efficient capacity development for the sector and learner and utilises any international best practice, including recognition of current competency and benchmarking. This may also involve developing broad skills e.g. a process specialist through training via multiple

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues
engineering. Literacy and numeracy needs, perhaps at a regional level, must be addressed. The sector needs to develop a workplace culture that can manage change and new ways of working in order to compete internationally - e.g. competitive manufacturing, quality control or environmental requirements. Opportunities to consider strategic direction or long-term planning may be difficult to achieve. Succession planning is part of this. There are a number of training and development challenges that will require innovation, flexibility and creativity to support development, delivery and access to relevant learning e.g. small volumes of learners, high tech and expensive plant.

Sector Goals- the desired outcomes

Workforce Recommendations
workplaces. The ATITO will work with the sector to prioritise training needs. It is anticipated that building the skills and production capacity of existing staff and succession skills transfer, particularly in specialist skills, will be a priority. The ATITO, in consultation with stakeholders will consider off-shore training models, alliances and frameworks and/or bench-mark qualifications and training where appropriate. The ATITO creates opportunities for stakeholders to have increased dialogue around training and development issues and desired outcomes for the sector for example, Tertiary Education Organisations, unions, recruitment companies, immigration, new markets etc. Career pathways, skills development and levels of attainment will be internationally benchmarked to create a vibrant, best practice and productivity led progression through all the diverse areas of the sector, including technical specialist skills, management, competitive manufacturing, Human Resources, production, production planning, computing, software, quality control, dyers, carding, tufting engineers, design etc.

sound in its development, management and delivery. 6. Alliances with potential training partners and textile qualifications frameworks, including those of India and China, are investigated and analysed for relevance and suitability to sector needs. 7. Qualifications, training and development systems including delivery, management, support, mentoring and supervision meets the needs of industry and learner. 8. Access to skills meets current and future growth and succession planning needs as well as the diverse roles within the textile sector. 9. Textile workplaces strive to be best-practice learning

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION 1 Workforce Development Issues Sector Goals- the desired outcomes Workforce Recommendations
The scope of senior management roles and the skills outcomes required in the textile sector is understood and options for provision and funding made available by the ATITOe.g., capability vouchers via New Zealand Trade and Enterprise and the Regional Partner Network. The ATITO will evidence best practice in the design and delivery of embedded literacy and numeracy skills to support textile learning. The ATITO will support the workplace to develop a workplace environment that identifies training-ready staff, supports staff learning, information transfer, mentoring, learning styles, embedded literacy and numeracy and uses technology creatively and effectively- e.g.- computer based learning, multi-media, interactive e-learning, increased internet access, webinars, CD ROMs/DVDs.

workplaces. 10. Textile workplaces access and support appropriate learning and development for a range of diverse roles.

APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION | Strategic Industry Training Plan.