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Published byMervin Hopkins Modified over 9 years ago
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Transitioning from Pervious Position to Supervisor New Jersey’s Professional Center Training Academy
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Transitioning… Moving from pervious position to supervisor means… Losing a competent worker to gain an incompetent supervisor
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Transitioning… ExperienceCredibility Transitioning requires adapting existing: knowledge skills behaviors
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Shift in Responsibilities Diagnosis of the client problem Helping clients Passenger Individual justice Active participant Indirect leadership Diagnosis of the employee problem Helping workers Driver Group justice Passive facilitator Directing of workers
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Role Transition…Positive Aspects You have direct knowledge of the individual workers You have some idea of how the unit is viewed within the agency and the community You’ve (probably) thought about how to handle certain situations You’ve (probably) thought about what should stay and what should change You know the practices and policies
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Common Issues Affecting the Transition Being caught in the middle between workers and the agency Age and work experience Discomfort with getting results through others Current climate and culture of the unit High visibility Working with other supervisors Working test period Power and authority
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Being Caught in the Middle The job is to handle complaints, resolve grievances, impose discipline Balance agency demands with human demands… Agency demands of supervisors: …high quality work, being a team player, follow policy and reporting requirements Supervisors demand from workers: …compliance, information, communication
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Identify the Needs of Management Learn or clarify your manager’s expectations Identify important information the manager needs on a regular basis Establish a structure for the meeting Know the manager’s assessment of your unit strengths and needs Specify and clarify immediate initiatives Identify sources of managerial support
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Age and Work Experience REQUIRES: Acknowledgment of the differences Respect for the experience Interest in his or her point of view Active utilization of their know-how Recognition of a “generation gap” or “cultural lag” Inexperienced supervisor + Inexperienced supervisees = ???
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Getting Results through Others Tips for Creating Mutual Respect Value and communicate acceptance of each staff person as an individual Focus on the strengths the caseworker brings to the job Do not impose personal thoughts and values Communicate with each caseworker on a truly personal and individual basis
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Adapted from University of Michigan School of Social Work Training Program for Child Welfare Supervisors Levels of Worker Competency STAGEROLE OF SUPERVISORACTIONS Novice 0-12 months Instructor/Teacher (Center of Attention) Tell Demonstrate Beginner 12-18 months Coach (Model Appropriate Behavior/Practice) Advise Prioritize Set Standards Skilled 18-36 months Facilitator (Focus on Skill Refinement) Provides Feedback Continuously Competent Consultant/Mentor (Be There for the Worker & Looking to the Future) Fosters High Level of Trust
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The “Good” Supervisor Establishes full and reciprocal communication Projects attitude of confidence and trust leading to autonomy and discretion Problem solver based on consensus and cooperation Values consultative- leadership rather than subordinate-superior Displays technical and interpersonal competence Integrates agency and workers needs Provides psychological safety (accepting, warm, empathetic, respectful, supportive, flexible) Comfortable with, and implements authority and power (fairness and accountability) Provides structured procedures and constructive feedback Balances need for stability with need to change Communicates effectively up and down Represents workers and agency effectively
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The “Good” Supervisor…cont’d Physically available and psychologically approachable Unobtrusive in supervision (but people know) Actively prepares for conferences and group meetings – content/people Ready, willing, able to share experiences/teach Tolerant of constructive criticism Behaviors demonstrate positive approach to work and the values of the profession Ready, willing and able to offer praise for good work, and equally comfortable in confronting inadequate work Culturally sensitive in helping the supervisee to understand clients in their situations Nonsexist and nonracist in orientation
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