Ignore regular supervision at your peril. Candidates like to feel supported by the guidance a personal development plan can provide. Loyal staff are motivated by career progression, improved levels or self awareness and on-going training. This article illustrates why employers who engage the training and development plan have higher retention rates.
As a Care Manager you have to take responsibility for the continuous professional development of not only yourself, but for others whom you supervise. Managers should actively support their staff not only during the Induction process, but all the way through their career to ensure consistent outcomes for the people using the health and social care service. There needs to be a clear supervision policy and supervisors should be adequately trained.
Supervision is an on-going process which can take place at any time. For example, practically, where the manager watches the staff work and gives feedback. Supervision can be requested by the staff member when they need to discuss something or get something off their chest. Then there are the more formal supervision meetings which are one to one and scheduled. Group supervision meetings are very helpful for situations like discussions on best practice such as conflict resolution. Here you can look at topics of weak practice without singling out one individual.
Key topics to take account in all training and development sessions are: relevant legislation such as health and safety, the national minimum standards, managing risks and solving problems. Workforce development is your main aim.
Supervision can be organised with others such as Team Leaders, family members and external professionals in the form of feedback. Feedback is then incorporated into supervision meetings and then into the training plan if need be.
The training needs analysis involves looking at the person’s job description to identify whether or not they are currently displaying the skills necessary for the role and each of the tasks expected of them. It involves assessing these areas, looking for strengths and weaknesses and then putting an action plan together. This training plan will support the person to develop their competencies, in order to raise their confidence in delivering the standard of care that is required. It is also the perfect opportunity for embedding values and the common core principles. Observation of practice and constructive feedback are a key part of the learning process.
Once learning needs have been assessed, the opportunities should be identified. Supervision is a good time to enquire about and access training opportunities and to reflect on training already undertaken. You can discuss how the learning has benefited the staff member and what they now do differently as a result.
People have a need to feel supported and appreciated. In carrying out supervision and training with your staff, you are meeting these basic needs. Make them feel valued by listening to them and identifying areas where they need support. Where possible, look long-term so they can see that there is a future for them in your establishment. Where there may be opportunities for career progression, set out the milestones for this and stick to regular reviewing and monitoring of these. This way, the individual concerned will know that all their hard work is not going un-noticed.
In a Health and Social Care environment where no 2 days are the same, it is inevitable that staff will need support to carry out their role. The reasons for this may be particular incidents, situations or personal issues that affect their ability or capacity to carry out a task to the best of their abilities. By offering support, the staff member will have the opportunity to reflect on the impact that these things may have on them and then plan to prevent a situation from being affected or reoccurring. A safe environment where trust and confidentiality are maintained is the key factor to a happy and stable work force.