Leading Well Through Supervisions and Appraisals

1. Leading well through supervisions and appraisals 2nd April 2019 Edna Petzen, Director Lynden Consulting Ltd @LyndenConsult

2. A little about me… Background in care and retirement living sector. Over 20 years marketing and communications experience. Director of Lynden Consulting – a specialist marketing and communications company focused on the care and retirement living sector. Chartered Marketer, Fellow of CIM and Accredited Practitioner of CIPR

3. Agenda Workshop will cover: Why supervision and appraisal is important The supervision process and how to use it effectively How to engage your employees for better outcomes Communication and support Embedding culture and values

4. What is supervision?

5. What is supervision? Two-way relationship between supervisor and supervisee. Planned and structured. Accountable. Supportive. Motivates to develop good practice, improve performance and quality of service.

6. Why important? For the organisation: Help colleague understand the org. valuesand how they contribute to these. Make sure residents receive a quality service. Ensure policies and procedures are followed. Improve internal communication. Share responsibility. Assist in staff retention. Lower rates of grievances, sickness and complaints.

7. Why important? For the supervisee: Ensure they are competent in role, responsibilities and accountabilities. Reflect on, analyse and evaluate practice. Provide constructive feedback and ensure consistency of practice. Value and appraise supervisee’s work. Identify learning needs, build confidence and understandboundaries. Increase transparency and openness.

8. Supervision requires: Aclear supervision policy. Effective training of supervisors. Astrong lead and example by senior managers. Performance objectives for supervision practice in place for all supervisors. Monitoring of actual supervision practice - both frequency and quality.

9. Formal supervision Formal supervision is: Based on a written agreement. Planned and structured. In an appropriate setting and free of interruptions. Properly recorded.

10. Role of supervisors

11. Role of supervisors An effective supervisor should have the following attributes: Empathy and integrity Listening skills Honesty and openness Reflective and non-judgmental Knowledgeable Good communication skills

12. Supervision contract • Frequency of sessions. • Approximate length of sessions. • Location of sessions. • Main areas for discussion/agenda items. • Confidentiality issues. • Agreement regarding notes, when they will be produced and by whom. • Procedure for complaints/reconciling differences.

13. Who can supervise Registered managers Directors/owners - as ‘fit and proper persons’ Externaland internaltrainers Line managers and team leaders Senior care workers Registered social workers or nurses Competent workers

14. How to supervise

15. How to supervise Schedule the session Agree timing Agree format i.e. one-to-one, group, etc Reflective practice Location

16. Supervising remote workers Homecare workers, non-office based staff, etc. Regular contact and communication. Plan supervision sessions in advance. Encourage a strong supervision culture.

17. Recording supervision • Take notes of discussion and actions agreed. • Supervision forms - use as a guide. • Both supervisor and supervisee should have copy of record. • Record any matters of disagreements. • Sensitive notes to be kept separate. • Audit the quality of the supervision session. • Helpful tool forperformance management of staff.

18. Appraisals

19. Appraisals A more formal process Involves setting and reviewing performance over period of time. Sets objectives, re-evaluation of role, recognisesstrengths, identifysareas for improvement. Identifies training needs. Personal development, career progression.

20. Supervision vs appraisals Supervision is: Regular contact between supervisor and supervisee. Checks progress and prioritisestasks. Provides guidance and support. Identifies areas of work that need improving. Appraisal is: Framework which supervision is conducted. Broader overview of job and performance, development.

21. Employee engagement

22. Employee engagement IES defines engagement as: ’A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation.’ The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’

23. Engaged employees…

24. Culture and values

25. Culture and values What is culture? A medium that connects individuals and small groups to larger communities through shared values, experiences and modes of expression. A social stability – a powerful way in which we organise ourselves as individuals and groups to create order, meaning and safety.

26. Managers and culture Lack of line manager communication skills is a barrier to success in internal communications. Not just one culture, but as many as there are managers. Line managers responsible and accountable for communication to their teams. Thread of how the corporate values, vision and individual roles fit together. Play a key role to changing negative behaviours and encouraging new behaviours to be developed.

27. Line management Good quality line management is when managers: • care about their employees • keep them informed • treat them fairly • encourage them to perform well • take an interest in their career aspirations • smooth the path to training and development opportunities.

28. Culture and leadership Behavioursdemonstrated by leaders are the single biggest influence on business culture. Research shows that 80% of culture development in any organisation is determined by how leaders behave with their teams.

29. Thank you for listening

30. Contact Email: epetzen@lyndenconsulting.com Call: 07397 158596 www.lyndenconsulting.com @LyndenConsult