Submitted to- Asst. Prof. Arivoli N.

DFT

Submitted By- Prateek Raaj Choudhary

BFT/17/73
 TRAINING DEVELOPMENT

Training is a learning process in which employees Development is an educational process

get an opportunity to develop skill, competency which is concerned with the overall
and knowledge as per the job requirement. growth of the employees.

Short Term Long Term

For the present For the future development

Job oriented Career oriented

Trainer Self/Mentor

To improve the work performances of the To prepare employees for future

employees. challenges.

Many are trained at once Development takes place one at a time

Key Differences Between Training and Development

The major differences between training and development are as under:

1. Training is a learning process for new employees in which they get to know about
the key skills required for the job. Development is the training process for the
existing employees for their all round development.
2. Training is a short-term process i.e. 3 to 6 months, but development is a
continuous process, and so it is for the long term.
3. Training focuses on developing skill and knowledge for the current job. Unlike,
the development which focuses on the building knowledge, understanding and
competencies for overcoming with future challenges.
4. Training has a limited scope; it is specific job oriented. On the other hand,
development is career oriented and hence its scope is comparatively wider than
training.
 5. In training, the trainees get a trainer who instructs them at the time of training. In
contrast to development, in which the manager self-directs himself for the future
assignments.
6. Many individuals collectively attend the training program. Development is a self-
assessment procedure, and hence, one person himself is responsible for one’s
development.

Purpose of Training

Training is a process in which the trainees get an opportunity to learn the key skills
which are required to do the job. Learning with earning is known as training. It helps the
employees to understand the complete job requirements.

Nowadays, many organisations organise a training program for the new recruits just
after their selection and induction, to let them know about the rules, policies and
procedures for directing their behaviour and attitude as per the organisational needs.
Training also helps the employees to change the conduct towards their superior,
subordinates and colleagues. It helps to groom them for their prospective jobs.

Induction training, vestibule training, apprenticeship training, job training, promotional

training, internship training are some of the major types of training. The merits of the
training are given as under:

 It results in higher productivity both quantitatively and qualitatively.

 It develops a number of skills in the employees.
 Improved performances.
 The cooperative environment of the organisation.
 It builds confidence in the employees for doing a job.
 Decreased employee turnover.
 Lesser chances of accidents.

What are the Training Initiatives by Government and

Other brands for Garment workers?
Page Industries Limited:
Businesses should ensure continuous skill and competence upgrading of all employees
by providing access to necessary learning opportunities, on an equal and non-
discriminatory basis. They should promote employee morale and career development
through enlightened human resource interventions.

Learning and Development initiatives at PIL through ‘Page School of Learning’ is

focused on skill upgradation of employees. PIL addresses Organizational, Functional
and Individual development needs through competency mapping and skill matrix
process for different segments of employees in the organisation. Development
programs are designed based on the 70:20:10 Framework (70% - learning through on
the job experience and cross functional assignments; 20% – learning through Coaching
& Mentoring; 10% – learning through Formal Education & Structured Courses and
Training Programs, including Online learning). The focus of training & development is
based on the present and future business requirements. PIL makes significant
investments in learning and development which nurtures in-house talent.

ATDC-The Apparel Training & Design Centre (ATDC)

ATDC is India’s largest Quality Vocational Training Provider dedicated to the Apparel
Sector. The ATDC was set-up as a society for training of shopfloor and supervisory
workforce for the apparel export sector in 1991 under the aegis of AEPC, the largest
Export Promotion Council in the country. The Institute through its 200 Pan-India centres
renders yeomen service to the downstream Apparel export and domestic industries
having trained over 200,000 candidates in short-term courses under ISDS of MOT, GOI
as a Component I agency and also about 80,000 candidates in longer duration
Vocational courses, over the years.
The ATDC Vocational Institutes offers NSQF level 3 to 7 courses i.e. from 4 months
Certificate to 1 year Diploma and 3 years Degree courses.  ATDC has established 65
Vocational Institutes as "VTPs" aligned to the SDI Scheme of NCVT/ DGT, Ministry of
Skill Development & Entrepreneurship. ATDC has also collaborated with the Rajiv
Gandhi National Institute of Youth Development (RGNIYD) under Ministry of Youth
Affairs & Sports, GOI,  an Institute of National Importance (under Act of Parliament) to
offer B.Voc i.e. Bachelor Degree programmes to upgrade the quality & level of ATDC’s
vocational training while providing India’s aspirational youth, opportunities for career
advancement. A path-breaking step was also taken to set up ‘TOT Academies’ for
Training of Trainers in Gurgaon, Chhindwara and Thiruvananthapuram. ATDC TOT
academies to offer advanced training programmes covering concepts like ‘lean-
management’, ‘productivity improvement’ etc. Over 1477 faculty members and industry
professionals have been intensively trained at the TOT’s till March, 2016
AEPC-

Compendium for Good Practice Manual for Apparel Industry – AEPC in

collaboration with International Labour Organization (ILO) had developed Compendium
of Good Management Practices for apparel industry which include 50 Good
Management Practices focusing on Workplace Co-operation, Quality, Productivity,
Clean Production, Workforce Management & Occupational Safety and Health (OSH).
Recently, the Compendium for Good Management Practices has been launched in
presence of various stake holders like Ministry of Textiles, MSME, NITI Ayog, Brands,
Buying Houses, Testing agencies, Exporters etc. The practices mentioned in the
compendium will be implemented in project mode with the objective to benchmark
apparel industry production, management practices and profitability to global standards.
Based on the practices adopted, the participating units would be benefited with the time
& cost saving as indicated in the compendium

AEPC launches Industry 4.0 experience center - AEPC has collaborated with Lectra
and signed an MOU for 4.0 industry solution experience centre. Subsequently, we have
launched the first of its

kind Industry 4.0 experience center at Apparel House. At the experience center industry
players would get to have a first-hand experience on how technology interventions in
their operations from product development to manufacture planning would help them
digitally transform their businesses enabling them to be future ready.

AEPC E-marketplace - The AEPC E-marketplace is a B2B Platform for Matchmaking

of requirements of the overseas buyers & the products manufactured by Indian Apparel
manufacturers & Exporters. The overseas buyers may see the profile of exporter and
send queries through this B2B portal to the exporter regarding the product & related
information. AEPC members may register on AEPC E-Marketplace by using their
RCMC Number. The portal is presently at Phase 1. In subsequent phases it aims to
have value added services to make this an effective export promotion tool.

Project SEAM Upgrading Skills, Uplifting Lives

With the Indian textiles and clothing industry expected to reach $85 billion by the year
2010, the gap in the demand and the supply of skilled manpower is expected to be 2
million, especially as the present institutional structure is seen to be inadequate to
bridge this gap, both in quantitative and qualitative terms. 
Realising that the majority of workers at the shop floor level were women with low level
of education, the IL&FS Cluster Development Initiative Ltd (IL&FS CDI) launched
Project SEAM (Skills for Employment in Apparel Manufacturing). The project, which is
supported by the Ministry of Rural Development, is targeted at the rural poor, enabling
them to benefit from the growing economy while also meeting the skills needed by
industry. 
Says RCM Reddy, MD, IL&FS CDI, “The logic for launching this programme essentially
is two-fold. Today, we have a large number of unemployed rural youth in the country,
but with no employable skills even as we have a labour shortage in employment-
intensive manufacturing industry,  specially in the garment and leather sectors.”
“Therefore this programme has been launched with the objective of meeting the twin
targets of: meeting the requirement of shortage of skilled manpower for apparel industry
in this case; and, assisting the government in terms of its poverty alleviation targets.  
Project SEAM seeks to train and place 500,000 rural below poverty line youth in the
apparel sector in five years. Conceived as a public-private partnership, it seeks to
leverage existing strengths, infrastructure and resources for optimal outcomes, without
creating any new buildings or institutions. Trainees for the project are selected from
rural BPL families in close consultation with the District Rural Development Agency. 
For turnout of high quality candidates, a cadre of trainers is trained in imparting a
specialised training module, customised to meet industry needs. The project, supported
by the Ministry of Rural Development, has already trained 14,928 people of whom
14,158 have already been employed by the apparel industry.   
The innovative course content, developed in a multimedia format, and translated into
several local languages, also incorporates a soft skill component to enhance the
standards of performance. Training is imparted on state-of-the-art machines currently in
use in the industry. As part of the course, the candidates are regularly assessed for
skills against standards set by Methods Workshop, South Africa, which is also the
certifying agency. 
The National Institute of Rural Development (NIRD) of the Ministry of Rural
Development is the nodal government agency for monitoring the programme. 
For Rita of Meghupati village, Tirupur, life was full of hardships but now it has changed.
She now earns Rs 3,000 per month as a specialised worker as against being a
domestic help earlier. “My family is in comfort now and I can send my children to
school,” says Rita.  A lot of BPL people are now employed after getting the training
under the SEAM and are in more comfort than ever.
Several established associations such as Confederation of Indian Textile Industry
(CITI), Tirupur Exports Association (TEA) and SPV's like Gujarat Eco Textile Park
Limited, Metro Hi Tech Park, Tarapur Textiles Park Ltd, Baramati Hi Tech Textile Park
Ltd have placed confirmed requirement of manpower thereby assuring placement for
every single trained BPL youth. 
One of the features of this whole programme is the use of innovative multimedia content
that ensures better acceptability.  Apart from the use of multimedia content, the training
programme also includes soft skills development programme for improving social
security measures and boost team building among the trainees. 
“This innovative teaching methodology is very important for better absorption of the
teaching inputs by the trainees. Accordingly, we have translated over 80 hours of
content into various regional languages for the basic sewing machine operator
programme,” says Reddy.
It has often been felt that lack of communication skills spoils the interaction process.
One of the challenge that the programme sucessfully tackled was getting the people to
communicate properly, first within the group and then with other people. 
The multimedia courses are delivered by a trained faculty with the help of K-Yan, an
innovative teaching aid that eliminates the need for multiple traditional teaching aids
such as computers, projectors, etc. The K-Yan aid, developed and patented by IL&FS
Education & Technology Services Ltd, is a fully integrated unit— a high-performance
computer, projector, CD/DVD writer and audio system, all rolled into one.
“The soft skill development programme has helped me to improve my confidence and I
have learnt to work in a team environment,” says Pradeep Kumar, trainee, NITRA
training centre, Meerut. 
Project SEAM also several in-built risk management processes, like lack of placement
opportunities for the trained people. That risk is covered by way of ensuring the active
participation of industry in the project through a special partner vehicle company.
The second risk is the inability to scale up this programme to achieve the target to
training 500,000 people. “We have deployed a programme management team in
important places, with the objective of coordinating with the stakeholders and identifying
the needs of industry, the operations in centres and managing such centres,” says
Reddy.
The third risk is lack of ownership and lack of transparency. For this an e-portal has
been set up where the profile of every trainee, his training details and placement details
are captured. A trainee’s performance is closely monitored for over a year after the
training.  

So far, around 15 training centres have been operationalised. The centres are located in
Andhra Pradesh, Bihar, Gujarat, Karnataka, Maharashtra, Tamil Nadu and Uttar
Pradesh. The involvement of the training centre does not end with just providing training
to the candidates but involves providing placement assistance.
The distinguishing features of Project SEAM from usual skill development programmes
are essentially that it is industry driven, including for course content development, actual
management of the programme and placements. 
Under it, IL&FS first maps the requirements of the apparel industry, identifies the
requirement and then puts in place the course content. Also, it seeks to use the existing
infrastructure to impart training, thereby saving on operational costs. 

Project SEAM is part of IL&FS CDI’s initiative SPRING (Skills Programme for Inclusive
Growth), which endeavours to catalyse, facilitate and manage large-scale, demand-
driven skills training and placement programmes. IL&FS Cluster Development Initiative
Ltd is a wholly owned subsidiary of IL&FS that was set up with aim of providing
commercially sustainable, integrated business and institutional framework and solutions
for the development of micro, small and medium enterprise clusters