The Textile Industry Training Plan

7/31/2019 The Textile Industry Training Plan

1/7
http://www.atito.org.nz/


2/7


3/7

WHAT THE STRATEGIC ADVISORY GROUP SAID to the APPAREL AND TEXTILE INDUSTRY TRAINING ORGANISATION1

Workforce Development Issues Sector Goals- the desired outcomes Workforce Recommendations

markets.

Immigration offers potential for access

to skilled staff but the sector must

have the potential to influence this-

and government policy must support

sector requirements.

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 skillsand 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 supportthe 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. 3


4/7



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 andsecondary 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 inconsultation with stakeholders, including

unions.

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

ORGANISATION2

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

http://www.atito.org.nz/http://www.atito.org.nz/


5/7


6/7


7/7



workplaces.

10. Textile workplaces access and

support appropriate learning

and development for a range of

diverse roles.

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 ATITO-

e.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 stafflearning, 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.


Documents

The Textile Industry Training Plan