1. Health and Social Care Supervision and appraisal.
Kerry Murray Care Leadership and Management Level 5 Course

2. Information Supervision and Appraisal. Skills for Care.
CQC regulations.
Fundamental Standards.
Best practice.
Care Leadership and Management Level 5.
Why bother ?
Book(s)
Diploma in leadership for Health & Social care, second edition, Tina Tilmouth and Jan Quallington.
Best Practice in Professional Supervisions by Liz Beddoe
Materials
NHS/Clinical documents
Care Home documents
Supportive living documents.
Beginning course details and/or books/materials needed for a class/project.

3. Schedule Class/Week Topic Reading Assignment 1 Chapter Task 2 3
A schedule design for optional periods of time/objectives.

4. Introduction/Course Description
Understand the purpose of Supervisions in HSC.
Understand how the principles of supervision can be used to inform performance management.
Understand how to support individuals through professional supervision.
Understand how professional supervision supports performance.
Introductory notes.

5. Objectives and Results
Be able to undertake the preparation for profession supervision with supervisees.
Be able to provide professional supervisions.
Be able to manage conflict situations during a supervision.
Be able to evaluate own practice when conducting supervision and reflect afterwards.
Skills developed
Communication, active listening.
Time management.
Objectives for instruction and expected results and/or skills developed from learning.

6. Skills for Care. Effective supervision in social care provides
advice and information on:
■ what supervision is and its benefits
■ what to look for from a supervisor and
how to develop supervisors
■ different supervision approaches
■ supervision in induction.

7. Why is Supervision important.
People needing care and support often say
that services are only as good as the person
delivering them. Any inability of workers to
check understanding, seek support and
assistance can be frustrating, damaging to
confidence and potentially dangerous.
Effective supervision benefits the worker, their
managers, their organisation and crucially, the
people being supported.

8. Appraisal
Who undertakes workers’ annual appraisals varies between organisations. In any case, it is important that whoever does the appraisal is fully up-to-date with the supervisor’s file and the supervisee’s record of activities.
If the appraiser is the supervisor’s line manager, the
supervisee should be told what are the relative importances of the appraiser and supervisor in the assessment of their performance, and how this might affect the central supervisory relationship.
Effective supervision in social care gives a checklist for preparing annual appraisals.

9. Sources of Evidence Reflective practice enables care workers and
their supervisors to reflect on a particular case
or activity - whether a one-off situation or a
continuing issue. This includes consideration
of what works, whether best and/or
recommended practice have been followed,
shortfalls in the quality of provision and how
they can be corrected, and related worker
development needs.

10. Other evidence Observations you have carried out in advance.
Talk to colleagues who work with the person.
If they are a Keyworker have a look at one of their Care Plans.
Go through their training record and qualifications.
Be aware of their rota/sickness/annual leave.

11. Who should do Supervisions?
An effective supervisor is likely to have the
following attributes:
■ Empathy
■ Listening ability
■ Encouragement
■ Openness and honesty
■ Critical reflection
■ Knowledge
■ Good communication skills

12. CQC Regulation.
Home Guidance for providers Regulations for service providers and managers Regulation 18: Staffing
Regulation 18: Staffing
Categories:
Organisations we regulate
Health and Social Care Act 2008 (Regulated Activities) Regulations 2014: Regulation 18
The intention of this regulation is to make sure that providers deploy enough suitably qualified, competent and experienced staff to enable them to meet all other regulatory requirements described in this part of the Health and Social Care Act 2008 (Regulated Activities) Regulations To meet the regulation, providers must provide sufficient numbers of suitably qualified, competent, skilled and experienced staff to meet the needs of the people using the service at all times and the other regulatory requirements set out in this part of the above regulations. Staff must receive the support, training, professional development, supervision and appraisals that are necessary for them to carry out their role and responsibilities. They should be supported to obtain further qualifications and provide evidence, where required, to the appropriate regulator to show that they meet the professional standards needed to continue to practise.
CQC cannot prosecute for a breach of this regulation or any of its parts, but we can take regulatory action. See the offence section for more detail.
CQC must refuse registration if providers cannot satisfy us that they can and will continue to comply with this regulation.

13. Guidance
18(2) Persons employed by the service provider in the provision of a regulated activity must—
18(2)(a ) receive such appropriate support, training, professional development, supervision and appraisal as is necessary to enable them to carry out the duties they are employed to perform,
Providers must ensure that they have an induction programme that prepares staff for their role. It is expected that providers that employ healthcare assistants and social care support workers should follow the Care Certificate standards to make sure new staff are supported, skilled and assessed as competent to carry out their roles.
Training, learning and development needs of individual staff members must be carried out at the start of employment and reviewed at appropriate intervals during the course of employment. Staff must be supported to undertake training, learning and development to enable them to fulfil the requirements of their role.
Where appropriate, staff must be supervised until they can demonstrate required/acceptable levels of competence to carry out their role unsupervised.
Staff should receive appropriate ongoing or periodic supervision in their role to make sure competence is maintained.
Staff should be supported to make sure they are can participate in:
Statutory training.
Other mandatory training, as defined by the provider for their role.
Any additional training identified as necessary to carry out regulated activities as part of their job duties and, in particular, to maintain necessary skills to meet the needs of the people they care for and support.
Other learning and development opportunities required to enable them to fulfil their role. This includes first aid training for people working in the adult social care sector.
All learning and development and required training completed should be monitored and appropriate action taken quickly when training requirements are not being met.
Staff should receive regular appraisal of their performance in their role from an appropriately skilled and experienced person and any training, learning and development needs should be identified, planned for and supported.
Health, social and other care professionals must have access to clinical or professional supervision as required, in line with the requirements of the relevant professional regulator.

14. Assessment
E2.2 Are staff supported to keep their professional practice and knowledge updated in line with best practice? Organisation feedback about:
• The service’s approach to recruitment, induction, training and development.
• Staff competence.
• How well the service supports its staff.
Staff & volunteers
• Experiences of induction, appraisal, training, support and development.
• Explore whether training is given to meet the specific needs of the people using the service.
• Experiences of organisational culture and approach to training and support.
Observation
• Skills, techniques and methods used.
Records and policies
• Statement of Purpose: Services offered and needs met: match with staff knowledge, training, qualifications and skills.
• Person specifications for job roles.
• Staff records: Qualifications, training records, appraisals, registration requirements
and details, portfolios, training & development plan.
• Complaints and compliments.
E2.3
Do staff and any volunteers have effective and regular mentorship, support, induction, supervision, appraisal and training.

15. Related Legislation The Care Act 2014
The Health and Social Care Act 2008 (Regulated Activities) Regulations 2014
The Health and Social Care Act 2008 (Regulated Activities) (Amendment) Regulations 2015
Employment Rights Act 1996
Equality Act 2010
Health and Safety at Work etc. Act 1974
The Health and Safety (Miscellaneous Amendments) 2002
Health and Social Work Professions Order 2001
Human Rights Act 1998
Management of Health and Safety at Work Regulations 1999
Protection of Freedoms Act 2012 – links to The Protection of Freedoms Act (Disclosure and Barring Service Transfer of Functions) Order 2012
Safeguarding Vulnerable Groups Act 2006

16. Questions/Discussions
Question One
How many people enjoy doing Supervision?
What preparation to you and the supervisee do?
Question Two
What sources of evidence do you use?
Questions Three
Why bother?
An opportunity for questions and discussions.

17. What are the benefits? Benefits for organisations.
Supervisions and Appraisals as part of people performance management (PPM)will align your organization’s goals with the work of your employees to:
Get better results for your organization
Monitor and improve individual and team performance
Understand individuals and how they need to develop.
If employees are engaged in their work they are more likely to be doing their best for your service. An egaged employee someone who:
Takes pride in their job and shows loyalty towards their line manager, team and organization
Goes the extra mile.

18. Benefits continued. Benefits for the line managers
Managing the performance of your employees will enable you to:
Lead from the front, evidence best practice
We know that the supervision has to be all about the supervisee and we should enable them to talk to us and for us to listen to their real concerns, pick up from their ideas and learn from them
Understand what makes your team tick and how the contribute to the success of your service
Achieve results (provide the best care)
Retention of staff.

19. Continued. Benefits for employees:
A clear understanding of where they fit into the organisation and their role in achieving the organisation’s goals or aims
A greater understanding of the skills, competences and behaviours needed to fulfil their role
Having a recognised system for talking to there line manager
Being supported to fulfil their potential within a positive workplace environment
Feeling happy, valued and appreciated.

20. Conclusion
Personally I loved doing supervisions, I enjoyed the time to actually sit down for ½ hour (never) and talk to my staff and discuss how they are getting on in general.
You will find that investing time and effort into Supervisions and Appraisals will bring positive benefits to you as a manager, to your team, to your service and most importantly to your clients/residents/PWS/service users.
I think that having a good PDP/CPD included in your supervision process will help to retain GOOD staff and as we all know this is a major problem for HSC.
Conclusion to course, lecture, et al.