SUPERVISION

Policy

All employees have the right to expect good two-way communication and support with their professional needs. Customers have a right to expect a good quality service from staff that are effectively managed and supported, are well-informed and trained to carry out their jobs.  

The Care Worker Agency & We Care is committed towards ensuring the welfare and development of all employees and acknowledges the importance of regular support and supervision in ensuring the effective and legal management of the company and the delivery of high quality service to our customers.

The Care Worker Agency & We Care supervision policy acts as a key link between employees and senior management, the team and helps all staff to contribute to the development of the organisation as well as the implementation of organisational policies.

Supervision is a process by which one worker is given responsibility by the organisation to work with another worker. The objective is to meet certain organisational, professional and personal objectives in order to promote positive outcomes for customers. The process should be broadly be broken down into four main functions (although not all functions will be covered on every occasion):

  • Performance Management - Ensuring competent, accountable practice
  • Development - Ensuring continuing professional development
  • Support – Providing personal support
  • Mediation – Ensuring that staff are engaged with the organisation

Supervision should be viewed as a collaborative process and addressing matters of diversity (for both employees and customers) should be an integral part. The supervisor must make an assessment of the supervisee’s performance against any previously agreed actions and the company objectives. Both parties should be open to learning, feedback and challenge within an atmosphere of mutual respect. Confidentiality is important and must be respected and maintained at all times in line with the company policy.

Procedure

 

  1. Formal supervision with each employee should take place at least once a month.  Subjects covered should include how specific assignments are proceeding and any specific problems that these should bring about.  It would also highlight specific problems with work colleagues or any training or development issues.

  1. Supervision dates should be arranged in advance and both the supervisor and supervisee should consider items for discussion and provide evidence of work where relevant.

  1. Actions and outcomes agreed as a result of the supervision process must be fully documented and clear time frames and support arrangements set and agreed.

  1. The supervisor should maintain a balance between positive feedback and constructive challenge, celebrating strengths and identifying issues to be addressed, as well as including workload considerations. The supervisor should support the employee both as a professional, an individual in their own right and consider their well being at work.

  1. All supervision meetings (formal and impromptu) must be written up promptly, typed or written clearly, signed or endorsed by both parties and a copy retained by each. All records must give sufficient detail of the discussion to reflect the content of the meeting, identify actions as agreed and record any disagreements and concerns raised. The relevant supervision format should be used for recording purposes.

  1. If there are significant concerns regarding the work of an individual member of staff which cannot be addressed in normal supervision then these must be addressed using relevant other policies and procedures for example the disciplinary policy.

Care & Support workers and supervision

The discussion between a care worker and supervisor should cover some specific topics:

  • Specific customer issues including any potential risk areas and/or safeguarding concerns
  • General customer issues
  • Quality of support and guidance from the administration team
  • Training and development (including induction needs and plans)
  • Progress with development issues raised at appraisal (only where appropriate)
  • Personal views about the role and feedback regarding the organisation, policies and procedures
  • General influencing factors
  • Aspirations, goals and targets as well as achievement of set objectives and action plans
  • Any other personal matters and relationships with colleagues.

Everyone concerned should understand the confidential nature of such discussions and the supervisor should feed back any relevant information to the manager.  It should be made clear to the supervisor that he/she is not solely responsible for dealing with issues raised during supervision but is the harvester of such information and that the supervisor should seek help, advice and assistance as appropriate.

Related Policies:

Appraisal

Disciplinary

Grievance

Induction

Training and Development