4. 4 Staff Supervision |
SCOPE OF THIS CHAPTER:
This Chapter applies to all staff (including volunteers) and informs staff on their supervision, training needs and personal development whilst working in the Children's Centre.
OUTCOME STATEMENT:
Supervision is regarded as the basic process through which staff are managed, supported and their developmental needs are met.
Contents
1. Supervision Responsibilities
1.1 Responsibilities of the Supervisor
Managers/supervisors are responsible for carrying out supervision and maintaining a file of supervision records. This will be monitored by line managers who will be responsible for ensuring that staff receives regular supervision in line with the standards for their service area.
Staff should expect:
- Effective and professional supervision
- To be treated with dignity and respect
- To be helped to recognise & work towards potential
- A respect for confidentiality (within the guidelines)
- Supervisors who actively listen and promote reflection and peer-learning
Supervisors must:
- Agree a Contract for supervision, including development
- Access any case files or records written by staff
- Allocate work and monitor performance
- Challenge attitudes and practice
And be responsible for:
- Clarifying standards, expectations, roles and responsibilities
- Listening and being supportive
- Providing a learning environment
- Ensuring performance standards
- Providing constructive feedback
- Maintaining supervision records
1.2 Responsibilities of the Supervisee
- Preparing for supervision by contributing to an agenda
- Providing feedback on plans and progress
- Identifying their own planning and development needs
- Contributing to the development of a 'personal development plan'.
- Developing a reflective approach to learning
2. Frequency of Supervision
The need for supervision will vary according to the role, tasks and experience of staff.
New staff (who have been employed for less than six months) must receive one supervision at least fortnightly during the first 6 months of their employment.
Thereafter, staff must receive at least one supervision each month.
Personal development/ learning planning is an important activity for staff and managers and should take place formally at least once a year, within the context of supervision, with a formal review of the plan also taking place once a year.
3. Appraisal
Appraisal (Performance management for teaching staff) is the formal expression/ recording of information and views, which are shared regularly in supervision. It provides the opportunity for both participants to identify what has been achieved in the previous year, to identify any problems for either party and to plan for the future with key objectives & tasks. It therefore becomes part of a continuous cycle of: - setting objectives, planning & taking action, reviewing progress and then setting new objectives or revising old.
Appraisal allows a focus on these areas, ensuring that both participants come prepared, and should involve a minimum of paperwork and form filling. Regular supervision offers feedback and discussion opportunities.
Effective appraisal can take place only in the context of service planning i.e. managers / supervisors need to be clear about service/ departmental/ Centre/ team goals and need to identify the management and professional competencies required to achieve these.
4.Recording
4.1The Supervision Record
The supervisor must keep a written Supervision Record detailing the following:
- The date, start and finish times of supervision
- Response to and methods of working with children
- Work with any child for whom the staff member has responsibility for
- Statement of Purpose
- Degree of personal involvement, feelings and concerns and stress
- Staff development and training
- Guidance on current and new tasks
- Personal issues which may impinge on the member of staff's ability to carry out their duties effectively.
Under each heading the participants must take the opportunity to review the previous objectives, agreements, plans and expectations, discuss any matters of concern or interest then agree and record what needs to be achieved/done before the next supervision.
4.2 Changing the Record
If the staff member believes that information contained in the supervision record is inaccurate, incorrect or misleading about a matter of fact, s/he may ask for it to be corrected or changed.
Records must be changed where an opinion/assumption has been expressed on the basis of inaccurate or incorrect information.
The supervisor should make any agreed changes. If there is disagreement between the supervisor and the supervisee, the next line manager should be contacted and will make a decision.
The supervisor does not have to change his/her record if certain of its accuracy. The outcome may be that a separate record is inserted showing that the supervisee disagrees and offers a counter view/opinion to sit alongside the original.
If the staff member remains unhappy s/he can use the grievance procedures
End