Management Supervision Policy

Document Summary

This policy is designed to set out the arrangements for managing individual development and

performance reviews in the Trust

POLICY NUMBER HR/POL/004/010

DATE RATIFIED 6/5/2015

DATE IMPLEMENTED May 2015

NEXT REVIEW DATE April 2018

ACCOUNTABLE DIRECTOR Director Workforce/OD

POLICY AUTHOR Toni Hall - Education & Learning Manager

Important Note:

The Intranet version of this document is the only version that is maintained.

Any printed copies should therefore be viewed as “uncontrolled” and, as such, may not necessarily

contain the latest updates and amendments.

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Contents

1 SCOPE .............................................................................................................................................. 2

2 INTRODUCTION ............................................................................................................................. 2

3 STATEMENT OF INTENT .............................................................................................................. 3

4. DEFINITIONS ....................................................................................................................................... 3

4.1 Management Supervision ................................................................................................................. 3

.................................................................................................................................................................... 4

4.3 Clinical Supervision

.................................................................................................................................................................... 4

4.4 Knowledge & Skills Framework (KSF)............................................................................................ 5

5 DUTIES ............................................................................................................................................. 5

5.1 The Trust Board and Chief Executive ....................................................................................... 5

5.2 Care Group Managers and Service leads ................................................................................ 5

5.3 Line Managers .............................................................................................................................. 5

5.4 Supervisees ................................................................................................................................... 6

6 MANAGEMENT SUPERVISION ARRANGEMENTS ................................................................. 6

9 MONITORING COMPLIANCE WITH THIS POLICY ....................................................................... 8

10 REFERENCES/ BIBLIOGRAPHY .................................................................................................... 9

10. RELATED TRUST POLICY/PROCEDURES .........................................................................10

12 APPENDICES .................................................................................................................................11

Appendix 1 – Types of Supervision: Quick Reference Guide .........................................................11

Appendix 2 – Management Supervision / One to One Record .......................................................11

Appendix 3 – Management Supervision / One to One meetings - suggested areas for

discussion ................................................................................................................................................11

Appendix 4 – Management Supervision Monitoring Record ...........................................................11

APPENDIX 2 ...........................................................................................................................................14

APPENDIX 4 - MANAGEMENT SUPERVISION MONITORING RECORD ..................................17

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1 SCOPE

Cumbria Partnership NHS Foundation Trust (CPFT) recognises the importance of

management supervision in supporting staff to provide high quality services and to enable

staff to develop personally and professionally. CPFT is committed to ensuring that all staff

receive effective management supervision as part of their continual professional

development (CPD). This policy should be read in conjunction with the Trust Appraisal Policy

This policy applies to all staff who work at the Trust and to County Council Employees

working in a role within integrated teams

2 INTRODUCTION

Supportive line management, supervision and effective appraisals and have been identified

as particularly important in promoting staff engagement and have significant associations

with patient satisfaction, patient mortality, infection rates, staff absenteeism and turnover

(West, M & Dawson, J., 2012, Kings Fund 2013).

Effective management supervision provides an opportunity for staff to have a regular

conversation with their line manager acknowledging the contribution staff make and the work

that they do. A regular conversation helps staff understand how their role and objectives

contributes to the team and Care Group. Effective management supervision provides regular

review and guidance relevant to the individual’s role and supports staff to provide high

quality care. Management supervision does not occur in isolation, it contributes to the annual

appraisal process by regularly monitoring progress with the Personal Development Plan

(PDP), reviewing individual objectives/goals and provides evidence of staff engagement with

CPD. Clinical staff will also have access to clinical supervision from a clinical supervisor

who has the clinical expertise to support them in providing high quality clinical care and

current best clinical practice (see Appendix 1 for quick reference to different types of

supervision).

This policy will help support, engage and empower frontline staff to deliver high quality care

for their patients and to work towards delivering:

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Our Vision: ‘Supporting people in our communities to live happier, healthier and more

hopeful lives’

Our Ambition: to change the culture of our organisation and make quality and safety our

absolute priority.

Our Values: We act with kindness; we are ambitious; we are fair; we show spirit.

3 STATEMENT OF INTENT

CPFT is committed to the continuous development of its workforce to ensure the highest

standards of service for patients. It will work in partnership with staff and their

representatives to ensure that:

The management supervision and related appraisal process is fully operational for all

staff covered by this policy and is continually reviewed.

Managers, supervisors and supervisees receive the necessary guidance, training

and support to implement the management supervision process in a systematic and

equitable manner.

4. DEFINITIONS

4.1 Management Supervision

It can also be described as one to one’s or review meetings. It involves A two way structured conversation between the line manager and their individual members of staff to explore day to day work issues such as work load, risks and performance. It can be done in one-to-one or as group sessions depending on the individual/team working environment. It is an on-going mandatory and regular process providing support for staff, enhancing their learning and

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development. Within the Trust, management supervision is the responsibility of the person line managing and accountable for the member of staff and the activities they are undertaking.

There are many definitions and models of supervision. It is not within the scope of this policy to document these; but Kadushin (1992).provides a useful definition of management supervision as:

“A relationship applicable to all grades of staff working within the service, concerning the accountability and responsibility for work carried out and includes elements of support, learning and performance review’

Kadushin identifies the following three functions management supervision:

Administrative - the promotion and maintenance of good standards of work

Educational - the educational development of each individual

Supportive - the maintenance of harmonious working relationships

4.2 Appraisal

Appraisals are a key factor in engaging and supporting frontline staff to provide high quality

care. When staff receive a well-structured appraisal, where clear objectives are set in their

PDP and where the appraisal is helpful in identifying for staff their role in the wider

organisation, there are significant benefits for both the Trust and employee (West, M &

Dawson,J, 2012, Kings Fund 2013 & 2014). Appraisals and regular management

supervision to monitor progress and give feedback are closely linked together.

4.3 Clinical Supervision A formal reflective process to facilitate learning and development of professional skills in

one-to-one or group sessions. It supports clinical safety and develops good clinical practice

whilst providing opportunity to share knowledge and promote learning.

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4.4 Knowledge & Skills Framework (KSF)

The KSF outlines the core and specific dimensions which enable the employee to achieve

their potential and deliver a high quality service within the Trust.

5 DUTIES

5.1 The Trust Board and Chief Executive

The Chief Executive has overall responsibility for ensuring the effective implementation of

this policy. Trust Directors are responsible for ensuring that the Management Supervision

Policy is implemented effectively within their area of control and agreeing the strategy and

future direction of the policy.

5.2 Care Group Managers and Service leads

Care Group managers and leads are responsible for ensuring that all staff in the Care

Group including themselves have regular management supervision and are clear how it

links to the annual appraisal process. Care Group managers in discussion with their team

leads / line managers, will determine the most appropriate model (one to one or group) to

ensure that all staff receive regular management supervision. The most appropriate model

will vary between staff group and service.

5.3 Line Managers

Team leads/line managers are responsible for ensuring that all staff including themselves

have regular management supervision and are clear how it links to the annual appraisal

process. Line managers, with their staff will determine the most appropriate model to

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ensure that all staff receive regular, effective management supervision. Line managers

(who also may be the appraiser) are required to clarify and agree their role in the process.

Team leads / line managers are responsible for recording management supervision of staff

within their team(s) and monitoring its occurrence (see Appendix 4).

5.4 Supervisees

All employees have a responsibility to participate constructively in regular management

supervision and understand the link to the annual appraisal process supporting their

personal and professional development. They will agree and implement with the

supervisor the frequency of supervision and requirements for record keeping.

.

6 MANAGEMENT SUPERVISION ARRANGEMENTS

Management supervision, one to one’s or review meetings are regular conversations that

are linked to the annual appraisal process as they provide regular contact with the line

manager and are an important aspect of ongoing support for staff. They are an opportunity

for managers/appraisers to provide ongoing feedback for staff and time to review their

PDP/objectives and any learning or development required. Meetings will be arranged

regularly throughout the year between the superviser and the supervisee at a time and

venue to suit both parties.

6.1 Frequency

All staff (supervisee) will have an identified Line Manager (supervisor) responsible for

supervising their role and work. With the exception of Medical staff everyone will receive management supervision will occur a minimum of 4 times a year, good practice would be

monthly or more frequently if issues arise that need to be reviewed regularly i.e. action plans for performance.

6.2 Content and recording

This may include workload, time-management, risk management (see appendix 3 for

example template & guidelines). Review meetings will be recorded, including any actions

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required by who and when and a copy kept by both supervisor and supervisee (see

appendix 2 for template). Managers will keep a record of the frequency of supervision

sessions for audit purposes and indicate their good practice in this area (Appendix 4).

6.3 Confidentiality

Management supervision is a confidential process. All issues discussed at supervision,

whether work related or personal will be recorded. However, there may be occasions when

concerns or issues need to be shared when the safety of staff or patients are at risk.

Records will be made available should other circumstances demand e.g. review of care

plan, serious incident, investigation / disciplinary or audit purposes.

7 DIFFICULTIES AND DISAGREEMENTS

If the supervisor and the supervisee are unable to agree on any aspect of the process or if

staff are not comfortable sharing a concern with their supervisor, they have the right to

seek support from a third party e.g. staff side representative, professional lead, HR

department or the next level up of management. Staff need to feel supported and safe to

raise concerns and will be supported to do so.

8 TRAINING

It is essential that supervisors have adequate training in this important role to ensure that

they have the skills and confidence to support and develop their staff and teams. Training

for supervisors will be available as part of the appraisal training as part of the Trust’s

Collective leadership and HR Management and Leadership development programmes.

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9 MONITORING COMPLIANCE WITH THIS POLICY

The table below outlines the Trusts‟ monitoring arrangements for this policy. The Trust reserves the right to commission additional work or change the monitoring arrangements to meet organisational needs.

Aspect of

compliance or effectiveness being monitored

Monitoring

method

Individual

responsible for the monitoring

Frequency of

the monitoring

activity

Group /

committee

which will

receive the

findings /

monitoring

report

Group /

committee/

individual

responsible for

ensuring that

the actions are

completed Management

supervision

Audit records of frequency of Management supervision

Survey monkey

NHS staff survey

Director

OD /

Workforc

e

Annually

Workforce / OD

Workforce / OD

No of Staff completed training

Feedback from training & numbers of attendees

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10 REFERENCES/ BIBLIOGRAPHY

NHS Employers – Simplified Knowledge and Skills Framework (KSF), (2010)

The NHS Staff Council – Appraisal and KSF made simple- a practical guide, (2010)

West, M., Developing Cultures of High Quality Care, Kings Fund (2013),

West M. A. & Dawson,J.F., Employee engagement and NHS performance (Kings Fund,

2013).

Developing collective leadership for healthcare (2014), Kings Fund.

Improving NHS Care by Engaging Staff and Devolving Decision-making (2014)

NHS Constitution (2009)

Executive Summary- Report Mid-Staffordshire Foundation Trust Public Enquiry 2013), DoH.

A Promise to learn- a commitment to act. Improving the safety of patients in England, (2013),

DoH.

An Independent Review into healthcare assistants and support workers in NHS and social

care settings (2013), DoH.

Kadushin, A. Supervision in social work, Columbia University Press, New York (1992)

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11. RELATED TRUST POLICY/PROCEDURES

POL/004/022 Appraisal Policy

POL/004/017 Capability Policy

POL/001/052 Clinical Supervision and Peer Review Policy

POL 004/001 Disciplinary Policy

POL/004/004 Equality and Diversity Policy

POL/004/010 Management Supervision Policy

POL/004/040 Medical Appraisal Policy

POL/044/026 Maintenance of Professional Registration Policy

POL/001/018 Preceptorship Policy

POL/001/006 Safeguarding – Incorporating Information Sharing

Guidance

CPFT Together for Quality: Our Strategy for Quality Improvement 2014-

2017

CPFT Business Plan 2015/16

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12 APPENDICES

Appendix 1 – Types of Supervision: Quick Reference Guide

Appendix 2 – Management Supervision / One to One Record

Appendix 3 – Management Supervision / One to One meetings -

suggested areas for discussion

Appendix 4 – Management Supervision Monitoring Record

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Appendix 1

Types of Supervision: Quick Reference Guide

Management

supervision

Clinical

supervision

Safeguarding

supervision

What is it? A two way structured

conversation between

a line manager and

their individual

members of staff; To

explore day to day

work issues such as

work load, risks and

performance.

A formal reflective

process to facilitate

learning and

development of

professional skills in

one-to-one or group

sessions

A formal discussion

between a staff member

and supervisor that

focuses on the ‘how’ of

child protection practice

and on safeguarding

concerns such as actual

or suspected abuse.

Why is it

important?

It provides support for

staff, enhances their

learning and

development and

performance.

It supports clinical

safety and develops

good clinical practice

whilst providing

opportunity to share

knowledge and

promote learning.

This supervision helps to

ensure safe practice and

achieve the best

outcomes for children.

Who is it for? All staff All staff in a clinical

role.

All staff who come into

contact with children

When should it

happen?

Minimum of 4 times a

year. Recommended

at once a month but

more often if more

regular

support/review is

required

At least once every

3 months but more

often if complex

caseloads. Pro rata

for part time staff

dependent on hours

worked and

individual need

At least once every 3

months but more often if

complex caseloads

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How does it

happen?

All supervision is based on a written agreement

It should be planned in advance

Supervision is promptly recorded with notes copied and checked

by individual staff

Records should be maintained on the appropriate templates

Supervisors should maintain the right skills and experience

through appropriate training

Where should it

happen?

All supervision should take place in a comfortable, safe environment that

is agreed between the supervisor and supervisee and the room should

be quiet with no interruptions. It is important that dedicated time is made

available and that the session remains focused and does not run over.

Supervision sessions should generally last an hour to 90 minutes,

sessions lasting longer than 2 hours should only in exceptional

circumstances

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APPENDIX 2

MANAGEMENT SUPERVISION RECORD

Name of Supervisee: ……………………………………… Name of Supervisor: ………………………………………

Date:……………………………..……………………………

Issues discussed from previous

supervision:

Issues discussed and action identified:

AGREED ACTION Supervisor…………………………….. Supervisee……….…………………

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Next Review Date ………………………………………….

APPENDIX 3

Management Supervision/One-to-one meetings – Suggested areas for discussion

Performance management

Previous management supervision actions & progress

Review PDP objectives & progress

Workload, work / life balance, support needed

Quality Activity

Confirm Trust vision, values, objectives & priorities

Confirm how appraisees role and PDP fits with Trust purpose & priorities

Risks / Incidents / Safeguarding

Learning lessons / reflections

Service user / carer experiences & feedback. Complements?

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Identified Training

Review training needs /Areas for development (PDP)

Training delivered to team / ind / patients

Training received (Mandatory & other)

Service Improvements

Current team / service improvement projects

Current individual improvement projects (PDP)

Ideas & Plans

APPENDIX 4 - MANAGEMENT SUPERVISION MONITORING RECORD

Name of Manager/Team Leader …………………………………………………………………………………. Year . . . . . . / . . . . . .

Name of Team / Department …………………………………………………Location …………………………………………………

Please enter date when supervision took place each month with individual worker

Name of Staff Member April May June July Aug Sept Oct Nov Dec Jan Feb March Total

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