THE SAFE COURSE

NANCY GRIFFIN

Of all the components that make up a retailer's food-safety program, training can be the most costly and time-consuming. The challenge of implementing a consistent, reliable blueprint is exacerbated by store-level, hourly-wage earners -- who are by nature an itinerant group.

As a result, training needs to be flexible, cost-effective and structured for maximum return on time, retailers told SN.

National chains enjoy the advantage of size in educating their associates. These large companies possess enough critical mass on the corporate level to employ food-safety managers whose sole responsibility is developing, organizing and executing training curriculums at store level. Smaller retailers, including single-store independents, don't have the ability to employ such staffing, so they have to rely on outside assistance.

Fortunately, food safety is such a hot-button consumer issue that plenty of help has quickly become available. Educational programs -- many turnkey and open to customization -- are available through industry associations, manufacturers and suppliers and even government agencies.

Fresh Encounter, a 28-store chain based in Findlay, Ohio, operates several banners, including Great Scot, Community Markets, Fulmer Supermarkets, Bob & Carl's Finer Foods and Gerber Bros. Foods. Earlier this summer, all divisions embarked on an ambitious, top-to-bottom training program. Like many chains, Fresh Encounter already had a good training program for management, but as the retailer reviewed the fresh-foods departments, officials realized that "every hourly person must be involved in our sanitation program," according to Mark Ferguson, human resources director for the independent.

"Our aggressive goal is to train every associate in perishables, and we are very close to completing the training at this time," he said. "We decided we need to teach every associate the basic techniques of proper food handling."

Ferguson noted that the chain has more than 1,400 employees, nearly half of them working in fresh foods. The task has been daunting, but made possible by calling on the Ohio Grocers Association, which created a far-reaching education program two years ago, called "Pathway to Food Safety."

"The Pathway program is very well put together. It allowed us to establish a pace for the training that keeps associates updated and informed, but is not too spread out, so the continuity isn't destroyed," said Ferguson.

While training hundreds of associates quickly, thoroughly and in a cost-effective manner is a great challenge to a small chain, the hurdles are greatest for the single-store operator.

When the OGA held a one-day training seminar on food safety two years ago, Tony Huffman attended and brought back some good ideas to his store, the family-owned Huffman's Market in Upper Arlington, Ohio, where he is general manager.

"Trust from our customers is the most important thing for us," said Huffman. "Now customers can see us taking those extra precautions."

A half-day seminar the following year reinforced the need for more attention to food safety, and Huffman decided to try the Pathway to Safety program for his associates.

At Huffman's, meat-department employees now change their gloves regularly, even when they're cutting the same piece of meat.

"We don't have to change them for one piece of meat, because there is no risk of cross-contamination, but it's a perception thing," said Huffman. "It looks better to the customer."

"Pathway is a very simple, targeted program for food safety," said Tom Jackson, the OGA's president and chief executive officer. "It's in modules and no module is longer than 15 minutes, with most under eight minutes. It's basic information, simple and practical, and the video format allows stores to train more than one person at a time."

Sales seem to bear out that the OGA is onto something. Jackson reports the video system is selling to associations in other states. Missouri sold 150 after the state purchased one for each of its county health departments.

"Registered sanitarians are impressed because they say 'this is what we're trying to get across,"' said Jackson.

The Pathway to Safety "turnkey package" or Level One training, includes a set of six videos, 25 worker handouts, 100 consumer handouts, associate training logs, and two sets of six posters to reinforce the information on the videos. Certificates are included that may be given to an associate upon completion of the program.

Level Two training, for managers, includes a "train-the-trainer" video, thermometers, pH test strips, gloves, checklists, plastic jackets, hair restraints and a food-safety manual.

"We included almost every single item a company would need to jumpstart the program," Jackson said. He is proud that the program "doesn't use any big words" and uses "real supermarket people in real-life settings" in the videos.

At Fresh Encounter, associates sit through one of the short modules, then take the one-page quiz provided. "We try to keep the pace to a level where associates don't have time to forget. We hope to make the learning process something like everyday behavior," said Ferguson.

Indeed, operations people in the stores say the program has "helped substantially" already to bring behavioral changes to the different perishables departments, he added. "It's helped us step up efficiency."

Before developing the program, the OGA's Jackson said, his organization "looked around to see what was out there." He saw several "certified-type" programs that involved 16 hours to 20 hours of classroom training, "significant text" to read, and testing. It was "all more highly technical" than he thought would be needed by the average associate.

"I'm not knocking those programs. They're all highly credible and I would recommend any of them for anyone in a management position," said Jackson. "Managers should be certified. But we didn't see a lot beyond those programs."

What truly dictated the focus of the OGA curriculum was the fact that, throughout the industry, "we hire a lot of 20-hour-a-week clerks. And they are the people who are face-to-face with customers all the time," he noted.

In developing the Pathway program, OGA officials sought to solve the most basic training-related problems surrounding retailer members. The resulting program stresses in-store classes; simple, easy-to-understand concepts; and a focus on the basics.

"Our philosophy was that if we can bring those people from their 'street' knowledge to knowing more about hygiene and its importance, the importance of sanitation, how to avoid cross-contamination, and teach time-temperature management to the hourly clerk, we would accomplish our goals," Jackson explained.

"We used industry experts to collaborate and help us put it together," said Jackson. The program is video-based, he added, because a survey of members showed that nearly all stores had a VCR and television available, while for many, freeing a computer, or a teacher, would prove more difficult.

Videos offered stores more flexibility because stores can choose to train one associate or up to four at a time. The OGA is considering producing a computer-based model in the near future so members may have a choice.

At his store, the Pathway program has "created a stronger awareness," said Huffman. "The videos get you to think about why it makes a difference [to have proper sanitation]. I catch myself, even at home, washing my hands a longer time than I used to."

Before the Pathway program, the store paid attention to sanitation and informing employees, Huffman said, but it was more of a "make-sure-you-wash-your-hands" kind of deal.

"Now I can see the people being more conscientious, wearing their gloves, washing their hands frequently," Huffman said. "I even see them take the tables apart and clean them after they cut chickens, without anyone telling them to. They don't even think about it. They just do it."

Huffman said he de-emphasizes the testing after the videos, because he doesn't want to push the associates too hard or make the learning experience feel threatening. "If someone is banging on you with information, it's irritating.

"We don't grade them. We just show them the areas where they need work," he said. "It's cost-effective. It saves my personal time. The videos are easy and effective."

With the fairly high turnover in associates that his store experiences, Huffman expects to train about 20 associates annually, primarily in the meat and deli departments.

"The videos are wonderful. The associates watch one and the next week we see a big difference," said Huffman. "It takes a little time, but compared to the possibility of killing a customer with bacteria, it's nothing."