I think it is good practice to have an overarching procedure for training and development. It should outline how the company determines the necessary competence of new and existing personnel, how it identifies training requirements and refresher training needs and evaluates the effectiveness of any training conducted. This is not a procedure, but some things to consider.
- New hire process
- Induction training of new starts (what, how, when)
- Training plan for a new start:
- Role Specific Training
- Relevant Risk Assessments (employee safety)
- Safe systems of work
- HACCP/CCP Management
- Machine Operation / Task
- Process Training
- Quality Control
- Hygiene/Food Safety Control
- Ongoing training plan for an existing employee
- How refresher training is identified and scheduled e.g.
Reactive
o CCP Deviations
o Audit Non-conformance
o Customer Complaints
o Internal Non-conformance
o Process Non-conformance
o Accidents / Incidents
o Poor Employee Performance
Proactive
o Competence Assessment
o Career Development
o Change in Operating Process
o New Machinery / Equipment
o Change in Legislation / Standards
o Employee Request
o Human Resource Need
o Continuous Improvement
o Process / Product Knowledge
- Who will conduct the training, in-house external
- Training feedback (was it any good: material, venue, speaker etc.)
- Training follow up (end tests, did it work, ask / observe employees on the job, check the results)
- The procedure should reference all relevant documentation such as training plans, training records, feedback forms, follow up results etc.
o Department Training / Competency Matrix
o Individual Training Record
o Group Training Record
o Certificates of Attendance
o Certificates of Achievement
o Examination / Test Results
Hope this helps to get you thinking.
