Enhancing Supervision Experiences with SSSC Learning Resource

 
Using the SSSC
Supervision Learning
Resource to improve
supervision experiences
 
 
Insert your
Service logo
 
WHAT YOU’LL GET OUT OF TODAY…….
 
A better understanding of what supervision is for.
 
Look at how positive relationships impact on the
quality of supervision.
 
Feel more comfortable taking part in effective
supervision.
 
Be more aware of supervision changes within
[
insert your service name
]
 
LET’S START ……..
 
Imagine someone who has recently joined your team is
spending a day with you to become familiar with the workplace
and the job role.
 
They have no previous experience of supervision and have
asked you to explain what 
it’s about.
 
During a coffee break tell them what supervision is and what
your experience is.
 
 
WHY DO SUPERVISION AT ALL?
 
WHAT’S YOUR BEST EXPERIENCE OF SUPERVISION,
A TIME WHEN YOU FEEL THAT IT WORKS WELL FOR
PEOPLE?
 
If possible, focus on a specific experience such as an actual
supervision session.
 
What is important?
 
 
What makes it possible?
 
 
What does it look and feel like?
 
WHAT IS SUPERVISION?
 
 
DIFFERENT TYPES OF ONE-TO-ONE
SUPERVISION
 
COMING PREPARED AND MAKING THE
MOST OF SUPERVISION
 
 
Morrison (2005)
 
A BALANCED SUPERVISION
 
 
EFFECTIVE SUPERVISION SUPPORTS:
 
Codes of Practice
 
Code 3: A social service
employer must provide
learning and development
opportunities to enable
social service workers to
strengthen and develop
their skills and knowledge.
Code 6: As a social service
worker, I am accountable
for the quality of my work
and will take responsibility
for maintaining and
improving my knowledge
and skills.
 
Health and Social Care
Standards
 
3.14: I have confidence in people
who support and care for me
because they are trained,
competent and skilled, are able to
reflect on their practice and follow
their professional and
organisational codes.
 
A SPACE AND PLACE FOR
DIFFICULT CONVERSATIONS
 
When addressing issues of performance
 
Describe
 – what the person is doing (or not doing) that is problematic.
 
Explain
 – why their behaviour or actions are problematic. Does this
impact on people who use services, colleagues, staff from other agencies,
the profession they represent or their employing organisation?
 
Specify 
– what they should be doing instead. Depending on the nature of
the problem this may include the kind of support needed to help bring
about change.
 
Consequences 
– what will the consequences be if they are unable or
unwilling to change? Who else will become involved for example, HR and
what are the required timescales for change to happen.
 
WHAT’S HAPPENING IN OUR
SERVICE?
 
RESOURCES TO SUPPORT YOU
 
WHAT NEXT?
 
 
LINKS AND CONTACTS
 
SSSC Supervision Learning Resource:
http://www.stepintoleadership.info/supervision.html
 
Leading change in supervision:
https://www.iriss.org.uk/sites/default/files/iriss-leading-
change-in-supervision-2015-07.pdf
 
Achieving effective supervision:
https://www.iriss.org.uk/resources/insights/achieving-
effective-supervision
 
enquiries@iriss.org.uk
 
leadership@sssc.uk.com
Slide Note

This presentation offers a framework to help you facilitate a discussion around effective supervision. You can edit these slides to be more specific to your organisational development needs. Our Facilitation Learning Resource may support you to facilitate a session using this presentation (https://lms.learn.sssc.uk.com/course/view.php?id=6#section-1).

You can use this presentation for a range of purposes. It could be helpful for a new or existing manager where a team may seem less committed to supervision, where staff are promoted to a supervisory role for the first time, as part of an organisation’s induction programme, to support a manager’s continuous professional development or to support an organisation to introduce a revised supervision policy and procedure.

You don't need to ask our permission to use this presentation, as long as you acknowledge the Scottish Social Services Council as the source and it's not for commercial purposes. We always like to hear how services are using our resources and we may share some examples, so if you want to tell us how you’ve used the presentation or have feedback, please email leadership@sssc.uk.com

We’ve structured the slides around our Supervision Learning Resource (http://www.stepintoleadership.info/assets/pdf/SSSC-Supervision-learning-resource-Sept-16.pdf) and you should use this as a point of reference when you facilitate a supervision session using these slides.

Other helpful resources are listed towards the end of the slides to support you to be more confident in facilitating a discussion and support others to learn and develop in the area of supervision.

The length of the session will depend on the size of audience and the aims of the sessions (as an example, these slides have been delivered to 10 support workers in approximately one hour).

When planning a session you should consider:

 what you’re aiming to achieve by the end of the session

who your audience is (people being supervised, experienced supervisors, those new to a supervisory role, HR and OD colleagues)

in what context you’re delivering the session (part of induction, a new supervision policy, as a workshop as part of a wider event).

what materials you need to facilitate a session (for example, flipchart sheets, post its, pens)

how the room will be laid out, and how people can interact with the activities in twos, trios or small groups (will seats be in a row, in a small office, a large room, with tables to support group discussions).

Remember to cover housekeeping and introductions (don’t assume everyone knows each other in the room).

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Explore the importance of supervision, positive relationships, and effective techniques using the SSSC Supervision Learning Resource. Gain a deeper understanding, improve your experiences, and maximize the benefits of supervision within your organization.


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  1. Insert your Service logo MAIN HEADER GOES HERE Bullets and body text here. Using the SSSC Supervision Learning Resource to improve supervision experiences

  2. WHAT YOULL GET OUT OF TODAY. A better understanding of what supervision is for. Look at how positive relationships impact on the quality of supervision. Feel more comfortable taking part in effective supervision. Be more aware of supervision changes within [insert your service name]

  3. LETS START .. Imagine someone who has recently joined your team is spending a day with you to become familiar with the workplace and the job role. They have no previous experience of supervision and have asked you to explain what it s about. During a coffee break tell them what supervision is and what your experience is.

  4. WHY DO SUPERVISION AT ALL?

  5. WHATS YOUR BEST EXPERIENCE OF SUPERVISION, A TIME WHEN YOU FEEL THAT IT WORKS WELL FOR PEOPLE? If possible, focus on a specific experience such as an actual supervision session. What is important? What makes it possible? What does it look and feel like?

  6. WHAT IS SUPERVISION? MAIN HEADER GOES HERE Bullets and body text here.

  7. DIFFERENT TYPES OF ONE-TO-ONE SUPERVISION Formal meeting set up between planned sessions Formal, planned, one-to-one sessions Planned informal sessions Ad-hoc informal discussion

  8. COMING PREPARED AND MAKING THE MOST OF SUPERVISION MAIN HEADER GOES HERE Bullets and body text here.

  9. A BALANCED SUPERVISION Management Mediation Competent (in) Accountable (for) Performance (in) Engaging with the organisation Upward and downward flow of information Development Support Continuing professional development Boundaries at work Personal and professional responses Morrison (2005)

  10. EFFECTIVE SUPERVISION SUPPORTS: Health and Social Care Standards Codes of Practice Code 3: A social service employer must provide learning and development opportunities to enable social service workers to strengthen and develop their skills and knowledge. 3.14: I have confidence in people who support and care for me because they are trained, competent and skilled, are able to reflect on their practice and follow their professional and organisational codes. Code 6: As a social service worker, I am accountable for the quality of my work and will take responsibility for maintaining and improving my knowledge and skills.

  11. A SPACE AND PLACE FOR DIFFICULT CONVERSATIONS MAIN HEADER GOES HERE When addressing issues of performance Bullets and body text here. Describe what the person is doing (or not doing) that is problematic. Explain why their behaviour or actions are problematic. Does this impact on people who use services, colleagues, staff from other agencies, the profession they represent or their employing organisation? Specify what they should be doing instead. Depending on the nature of the problem this may include the kind of support needed to help bring about change. Consequences what will the consequences be if they are unable or unwilling to change? Who else will become involved for example, HR and what are the required timescales for change to happen.

  12. WHATS HAPPENING IN OUR SERVICE?

  13. RESOURCES TO SUPPORT YOU Screen Shot 2018-03-05 at 12.15.18.png C:\Users\daltonlo\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\IBIUX08A\gettingstarted.png Screen Shot 2018-03-05 at 12.17.58.png

  14. WHAT NEXT? MAIN HEADER GOES HERE Bullets and body text here.

  15. LINKS AND CONTACTS SSSC Supervision Learning Resource: http://www.stepintoleadership.info/supervision.html Leading change in supervision: https://www.iriss.org.uk/sites/default/files/iriss-leading- change-in-supervision-2015-07.pdf Achieving effective supervision: https://www.iriss.org.uk/resources/insights/achieving- effective-supervision enquiries@iriss.org.uk leadership@sssc.uk.com

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