or many of us living in cooler climates, the knowledge that summer is almost here is motivating and energizing. But, with summer ahead, the need to increase food and beverage staff often poses challenges for human resource departments and for our food safety systems as well. Here, let’s consider how food safety may be affected by hiring and training decisions.

Any food safety system relies on all of its parts working toward a common goal: zero defects. The systems we establish and the protocols and processes we set in place, monitor, and revise are there to minimize the risk potential of known hazards (biological, chemical, and physical). To control hazards, we must identify them in our operations (recipes and associated processes) and create the systems to control them. When consistently engaged, this sets up a legal defense known as due diligence. Control of food and beverage at all times is critical. We must be able to show that reasonable precautions were taken and that both management and staff exercised due diligence in all aspects of an operation’s production and service of foods and beverages.

NEW STAFF
Does an influx of new staff pose a potential hazard to a food safety system? It may not pose a hazard in the pure HACCP-based definition. But, without the proper training, motivation, and monitoring that new personnel require, this situation should be considered an additional threat to your system’s integrity.

Let’s assume we have a written food safety plan that includes policies and procedures to follow. We have HACCP-based recipes and have done a risk assessment to determine what the critical control points and associated critical limits are. HACCP-based food safety systems require both “hardware and software.”

For example, we need “hardware,” including refrigeration, hot holding units, thermocouples, and warewashing equipment. From the “software” side, the most important component is the personnel who handle, transport, and serve safe and fit-to-eat foods and beverages, as well as maintain the sanitary conditions of our operations.

GOAL: ZERO DEFECTS
Keeping in mind the goal of zero defects, here are a few questions and points to consider.

• How does the operation integrate new employees into the overall food safety system?
• How does the operation ensure that each new employee has the necessary knowledge, skills, and motivation to maintain the food safety system that is in place? Remember that P = M x A (Performance is a function of both motivation and ability.) What is critical is how employees behave when you are not in the room and how motivated they are to tell you when the system has failed before the food or beverage is served.
• How are specific standards of conduct and responsibility communicated and monitored?
• Is the message sent that all employees are part of the food safety team?
• Does the operation constantly review food safety policies and practices and communicate changes to personnel?
• How is the importance of food and personal safety communicated to all personnel who produce, handle, and serve food and beverage?
• When in the process of hiring and training are the safety standards discussed?
• What are the critical knowledge and skills all employees must possess before they can interact with food and beverage products or operations?
• How do you test for knowledge and skills? Are you willing to place your operation at risk based on just a certificate of completion for a food safety course?
• What are the more specific knowledge and skills needed based on a risk assessment model? Certain functional areas require more motivation and ability. Are personnel assigned based on their ability and motivation to meet or exceed the operation’s food safety standards?
• How does the operation discipline employees who do not meet the standards? Is the disciplinary system based on risk (i.e., in adequate or lack of hand washing at critical times versus a dirty side towel at a work station)?
• If using an outside vendor for food safety auditing, does the vendor include specific practices associated with specific personnel? Are the audit results communicated quickly and to the appropriate individuals?
• How does the operation reward exemplary food safety practices?

Food safety is a team sport. The entire team must know what the game plans are before they go out onto the field and know that the coaches are there to assist them. But the players must make the plays. The team celebrates success and takes responsibility for failure.

No piece of food and beverage equipment is as important to the success (or failure) of a food safety system as any one employee is. The quality of the software is more important than the hardware. Focus on what counts.

Norm Faiola, Ph.D., is associate dean and associate professor, Department of Nutrition and Hospitality Management, Syracuse University. Email Dr. Faiola with questions or comments: nafaiola@syr.edu..