Training & Competence Procedure

Link each role to defined training and competence requirements

Role profiles and job descriptions provide the basis for defining the competence required for each role. The procedure requires Human Resources to maintain a documented training programme and role-based training matrix, while Department Managers or Functional Leads define operational competencies and Technical or Quality Management confirms requirements that affect food safety, authenticity, legality or quality.

Previous experience or qualifications can contribute evidence of competence, but they do not replace training identified as mandatory before work begins or before a site-specific activity is undertaken. This keeps role capability linked to current site requirements rather than relying on general experience alone.

Complete mandatory training before affected work begins

The procedure requires the training matrix to identify the subjects that must be completed before a person starts the relevant role or activity. Human Resources assigns those requirements to employees, agency-supplied staff, temporary staff and contractors, and Department Managers or Functional Leads are required to prevent the affected work from starting until completion has been confirmed.

Where other development requirements remain outstanding, the procedure allows work only within the supervision arrangements defined for that role. It expressly prevents supervision from being used as a substitute for training that is mandatory before work begins.

Deliver training in a form the trainee can understand

Training, coaching, mentoring, structured on-the-job development and supervised practice must be delivered by a competent person or provider and in a language understood by the trainee. Where necessary, the procedure provides for translation, interpretation, pictorial information or practical demonstration.

Technical or Quality Management confirms the technical accuracy of translated, interpreted or pictorial technical content, and Human Resources records completion only when the required evidence is available. This gives training delivery a defined quality-control route rather than treating attendance alone as sufficient.

Build specialist competence around higher-risk activities

The procedure develops specific controls for allergen handling, control-measure and critical-control-point activities, and labelling and packing work.

Allergen training is based on current controlled materials and work instructions, with general awareness assigned across site personnel and more detailed training required for roles involved in allergen handling, cleaning, monitoring, verification, assessment, approval, labelling or incident response.

For control measures and critical control points, the procedure requires role-specific training, competency assessment and reassessment against defined criteria. Personnel are not authorised to perform the activity without additional supervision until competence has been demonstrated. Labelling and packing roles are similarly tied to current instructions covering, where relevant, label and pack selection, coding, line clearance, checks, reconciliation, verification equipment and response to discrepancies.

Use supervision as an active competence control

The procedure requires all personnel, including agency staff, temporary staff and contractors, to be adequately supervised throughout the working period. Department Managers or Functional Leads set the level of supervision according to the work, its risks and the person’s experience and competence.

Additional supervision is required where competence has not yet been demonstrated or has been called into question. Where the necessary supervision cannot be provided, the procedure requires the affected work to be restricted, reassigned or stopped.

Verify that training has actually been effective

Training completion is not accepted as evidence of effectiveness on its own. The procedure requires a review using evidence capable of showing that the trainee has acquired the knowledge, understanding or practical ability required by the applicable training requirement.

Where the required outcome is not achieved, further training is provided and the effectiveness review is repeated. Routine competency review then checks that role requirements remain current and that personnel continue to demonstrate the competence needed for their work.

Control competency gaps before independent work resumes

Where training is incomplete, competence is not demonstrated or later evidence calls competence into question, the procedure requires the affected activity to remain restricted, reassigned or subject to additional supervision until further training, coaching, mentoring, supervised practice or reassessment has been completed.

For control-measure or critical-control-point activities, a failed competency assessment prevents unsupervised performance of the task until reassessment confirms competence. Where a competency failure has caused, could cause or repeatedly indicates loss of control, the procedure also links the issue to corrective and preventive action.

Maintain evidence of training, assessment and continuing competence

The procedure requires training and competence evidence to include role-based training matrices, assignments, attendance and completion records, agency-delivered training evidence, competency assessments and reassessments, effectiveness reviews and records of follow-up action.

Internal training records identify the material, work instruction or procedure used, with the applicable issue or version recorded where needed. This provides a traceable link between the training delivered and the controlled requirements in force at the time.

A competence-control procedure within the wider FSQMS

Within the Food Industry Hub FSQMS Policies and Procedures Suite, this procedure connects role competence with current controlled procedures, HACCP responsibilities, allergen controls, labelling and packing requirements, supervision, corrective action and record control.

For technical, operational and HR teams, it provides a developed framework for moving beyond training attendance to demonstrable competence, appropriate supervision and evidence that people remain capable of performing the work assigned to them.