The Business Case for Building Food Safety Skills

A fresh perspective on workplace learning is urgently required by the food industry to safeguard consumers and address the growing media attention surrounding food safety failures—from foodborne illness outbreaks to product recalls and allergen mismanagement. Ineffective employee training is a common thread in these incidents. The authors argue that the food industry must pivot from a compliance-first mindset to a competence-driven approach.

Investing in high-quality, strategically aligned skills training programs builds resilient, capable teams prepared to tackle both current and future challenges. By fostering a culture of continuous learning and development, food businesses reduce risks and gain agility, positioning themselves as industry leaders. This proactive approach enables companies to manage food safety risks more effectively while staying competitive and responsive to evolving demands.

Business Strategy as the Compass

Employee learning and development should be viewed as a strategic asset, not just a compliance box to tick. When aligned with broader business objectives, training becomes a catalyst for driving innovation, enhancing risk management, and achieving operational excellence. By treating workforce development as an investment in future capabilities, businesses can foster a culture of continuous improvement, bolster food safety practices, and secure long-term success.

Competency-based approaches in food safety training focus on skill development rather than merely ensuring compliance with regulatory standards. This shift encourages businesses to enhance their operational efficiency, foster innovation, and increase employee engagement, all of which contribute to reducing foodborne illness risks and improving workforce retention. A well-rounded approach leads to sustainable success in the food industry, ensuring that companies can maintain trust with consumers while meeting their safety obligations.

Ad-Hoc Training

Ad-hoc training approaches leave critical gaps in the workforce’s ability to handle real-world challenges. Generic online courses and superficial training sessions may cover the basics, but they rarely equip employees with the skills to identify, assess, and address emerging risks. As Steve Glaveski wrote in the Harvard Business Review, “Not only is the majority of training in today’s companies ineffective, but the purpose, timing, and content of training is flawed.”¹

The food industry is littered with examples of ineffective food safety training leading to incidents, highlighting the importance of moving beyond minimal compliance. Food businesses can no longer afford to rely on outdated training methods that do not instil critical skills nor foster a culture of proactive food safety management.

Education vs. Training

Business leaders often overlook the important distinction between education and training. While training focuses on equipping employees with specific, job-related skills, education provides broader knowledge that is essential for fulfilling more comprehensive job roles. Effective workplace learning programs should integrate both, helping employees connect the dots between concepts and techniques. This dual approach enhances decision-making capabilities and overall job effectiveness.

The learning needs of professional roles versus frontline leaders and employees vary significantly.

For professionals, education should emphasize strategic understanding, leadership development, and risk management on a systemic level. Training at this level must dive deeper into industry compliance, certification standards, and leadership skills that help foster a strong food safety culture within the business. These professionals are expected to lead, influence, and establish company-wide initiatives.

Frontline leaders and employees require more hands-on, practical training focused on implementing food safety protocols. Their training should address technical and operational skills such as hazard identification, immediate response strategies, and on-the-ground problem-solving. Equally important are soft skills like communication, teamwork, critical thinking, and logical reasoning to ensure smooth daily operations and compliance with food safety standards.

While education equips professionals with the insight to set strategies and drive long-term improvements, structured skill-building training ensures that frontline employees can effectively implement food safety procedures. Both roles are critical for creating a robust food safety culture—professionals provide the vision, while frontline employees carry out daily operations.

Additionally, it is essential to consider the role of culturally and linguistically diverse employees in food safety training programs. These programs must be adapted to account for language barriers and cultural differences that may impact learning. By offering clear communication and accessible materials, businesses can foster a more inclusive learning environment, ensuring better engagement and skill development for all employees, regardless of background.

Courses vs. Microlearning

Courses provide a structured, in-depth education experience, ideal for a comprehensive understanding of topics. They offer the opportunity for employees to gain theoretical knowledge and an understanding of complex concepts over an extended period of time. This traditional method is often well-suited for professionals requiring detailed training on regulations, leadership development, or complex technical subjects.

Microlearning delivers short, targeted learning or information sessions that focus on specific tasks or skills. It is particularly effective for employees who need just-in-time learning to apply immediately on the job. Microlearning is popular with Generation Z and Millennials. 

Combining both methods can yield the best results. 

A Strategic Approach to Skills Development

Strategic skills training begins with identifying risks and opportunities across the entire operation, extending to partners in the food supply chain. This approach requires evaluating technical and soft skills, including critical thinking, communication, and analytical abilities. While mastering technical procedures is crucial, food safety demands more than just adherence to protocols—it requires the capability to make informed decisions, solve emerging problems, and adapt to unforeseen challenges in real time. By combining these skills, businesses can foster a proactive food safety culture that ensures continuous improvement and operational resilience.

Incorporating soft skills into training programs can lead to better decision-making on the floor and more robust food safety practices. Employees trained in critical thinking can spot hazards before they escalate, while strong communicators can raise and resolve concerns swiftly, preventing minor issues from becoming major crises.

Learning Organizations and Long-Term Success

Peter Senge, a pioneering thought leader, introduced the concept of the “Learning Organization,” where companies cultivate environments that encourage continuous knowledge expansion, complex problem-solving, and collective goal-setting. In a food safety context, this approach can drive sustained excellence and improvement in risk management.

Case Study: Barker Boy’s Strategic Food Safety Training

An excellent example of a strategic training approach is Barker Boy, a HACCP-certified food processing company in South Australia. Collaborating with Andrew Thomson, the business implemented a tailored food safety skills training program designed to meet regulatory requirements to align with the company’s broader business objectives and improve employee performance.

The key to success was securing buy-in from company leadership, ensuring that the training became a core part of the business strategy rather than a superficial box-ticking exercise. This leadership commitment allowed for the development of a customized program that addressed company standards and technical skills, and also emphasized employee empowerment. By fostering a sense of ownership and engagement in the learning process, the training cultivated a more motivated workforce aligned with operational goals and personal development, ultimately driving stronger performance and lasting results.

The outcomes were impressive: certification and supplier audits recognized the program as best practice, while Barker Boy experienced increased sales, new business opportunities, and improved employee motivation and skills. Symond, a former employee, commented, “I still say I have all of my current HACCP skills from [this initiative] that serve me every day,” underscoring the lasting impact of competence-driven training.

This case study demonstrates the tangible benefits of investing in strategic, skills-based training programs that align learning with business goals. Barker Boy’s focus on long-term competence rather than short-term compliance improved the company’s operational performance and positioned it for sustained growth and success.

Investing in Skills Development for the Future

To equip the workforce for present and future challenges, businesses must prioritize identifying the specific skills required for employees to perform their roles effectively. When learning and development initiatives are strategically aligned with business goals, they promote innovation, strengthen risk management, and elevate operational excellence. By investing in targeted training programs, companies enhance employee performance and also foster a culture of continuous improvement, leading to long-term growth and success in a competitive marketplace.

Understanding the existing skillsets within the workforce allows businesses to design training programs that meet food law and accreditation standards while cultivating competencies for growth. Tailored learning plans ensure that employees are equipped with the necessary skills to perform confidently and effectively, contributing to long-term business sustainability.

Such an investment enhances productivity and competitiveness, empowers employees, and supports retention—a critical advantage in an industry where turnover is high.

Implementing the Change

To build a workforce capable of meeting current and future food safety challenges, businesses should practice the following:

• Get management and employee buy-in: It is essential that senior executives, line managers, and employees actively support learning and development strategies. Management involvement in setting timelines, approving budgets, and participating in programs ensures that learning is consistently applied in daily operations. Equally important, employees must feel engaged in the learning process, understand its relevance to their work, and be motivated to contribute to ongoing improvements. Fostering a shared commitment across all levels can transform training into a collaborative effort that drives meaningful behavioral change.
• Be flexible: Training strategies must adapt to progress and changes in business priorities. Flexibility enables continual review and adjustment of initiatives.
• Foster continuous learning: Food safety is dynamic, and so is training. Incorporating action learning and the spacing effect into development ensures that skills are continuously practiced and reinforced, resulting in lasting behavioral change.

Investing in the Future: A Strategic Imperative

The food industry can no longer afford a reactive, compliance-based approach to training. As consumer demands for fresher, more diverse, and more convenient food options grow, these trends cannot come at the expense of food safety. It is essential to ensure that innovations in the industry do not lead to food safety shortcomings. Strategic employee development programs are critical for reducing risks and opening doors to innovation, operational excellence, and long-term growth.

By investing in high-quality training aligned with business strategy, food businesses can build a workforce that is skilled, adaptable, and proactive in managing food safety challenges. This shift from compliance to competence is crucial for safeguarding public health, protecting brand reputation, and securing sustained success in an increasingly complex food landscape.

Reference

1. Glaveski, S. “Where Companies Go Wrong with Learning and Development.” Harvard Business Review. October 2, 2019. https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development.