Unit_522

Performance evidence record Qualification/unit Level 5 Diploma Leadership Health & Social Care Learner name Use this form to record details of activities (tick as appropriate)  Observed by your assessor  Seen by expert witness  Seen by witness x Self / reflective account NB. Your assessor may wish to ask you some questions relating to this activity. There is a separate sheet for recording these. The person who observed/witnessed your activity must sign and date overleaf. | | | Date of Activity | Unit(s) | Learning outcome(s) | Assessment criteria | EvidenceFacilitate Coaching and Mentoring in Health & Social Care | | | | When I have analysed the scope and purpose of professional supervision I have become aware that as a care worker and / or manager in either role I am responsible for providing a safe, knowledgeable, quality, value service to our clients. In order for us to be able to do this I have to as the manager / supervisor ensure that the staff are able to meet the expected standards not only to fulfil the expectations of their job role within my company but also to meet the relevant standards that are required for us to remain compliant with the Care Quality Commission. I have policies and procedures in place that are relevant to the job role and that are there to ensure that we are compliant. These policies and procedures are in place to ensure that staff are carrying out their roles safely and to the standards expected.As an employer I am aware that it is my responsibility to support effective practice and good conduct and support staff to recognise and deficiencies in their performance and to heed and take note of any concerns or issues that themselves may raise with regards to their job roles as they may have concerns about tasks that they are expected to carry out.I believe that supervision is a process that enables the staff to develop whilst I support them to do so, I have studied the different models and theories and they all appear to have the same outcome, the outcome should ensure that the person that I am supervising should be capable of their position that they are in and knowledgeable in their roles, ref: Stoltenberg and delworth (1987) who described the supervisory role as Having three levels, beginning when they start out, and intermediate whilst they are going through the learning process and advanced where they have progressed through the learning stage and may be in the position to be able to become a supervisor themselves. Some examples of developmental models are orientation specific models and integrated models. As a company there are legislative requirements that we must adhere to and codes of practice that we must follow. As we as a company are regulated by the Care Quality Commission they inspect regularly and as part of the inspection process they view and inspect all supervision logs for new and existing staff. For example they will ensure that all staff have received the adequate supervision prior to commencing work, it is my company policy that all new staff are required to shadow or be supervised for a minimum of 3 shifts over 3 different days before they can start working independently.It is important to take into account reviews and critical reviews, so that any issues raised during these can be researched and used actively to amend and follow as examples when carrying out professional supervisions as it can help to achieve a better quality of supervision and to raise and develop my supervision systems. Professional supervision can protect the individual as it ensures that the care that they are receiving is to the best quality and ability that we as an agency can offer and they can rest assured that the staff delivering their care are trained and supervised thoroughly and they can be confident that they are safe and their care is being delivered by well managed supervised staff members, this protects against the delivery of poor care and possible negligence if the carers were unsupervised and unsupported within their job role. Professional supervision protects the supervisor by way of ensuring that the team is well supervised and the company is well run and a sense of ease knowing that the staff are supervised and trained and supported enabling them to carry out their roles to the best of their abilities. Professional supervision protects the supervisee by giving them the support that they need to do their job effectively, safely and efficiently which means they are supported in their job role and protected against carryong out tasks that they may not be comfortable with.The aims and outcomes of professional supervision include: Ensuring policies and procedures are followed, Maintaining clarity about roles, reviewing and recording development progress, agreeing and recording training timescales, make decisions with regards to on going development, monitor progress and identify any issues that there may be.The performance management cycle is:PLAN ……. DO …….. REVIEW ……….REVISEThis will continue to go around and around to maintain a cycle. The Plan is to prioritise and plan for improvement, Do is to help people achieve better performance, Review is to understand the impact of your action and Revise is learn to change what to do and this is a continuous cycle.When analysing how professional development supports performance it is clear that it supports it by ensuring that there are better relationships between supervisors and supervisees, and that issues are openly discussed and dealt with. Professional development now supports performance by ensuring that I ma CQC compliant as following a recent inspection it as flagged up that from then on after I had done a supervision which is generally done on a shift overseeing a supervisee work, I must meet with the staff member afterwards and discuss the point on the supervision this giving the opportunity to discuss positive and negative feedbacks and any problems or issues raised. I have found that good supervision has enabled me to have happy clients, happy staff and a good working morale. All care provided is safe and complaint and all policies and procedures are followed.The performance indicators that I use are quality assurance forms which are sent out to all clients, there are questions on this which relate to the care they have received, and gives them the opportunity to comment if they desire, these are done on a 3 monthly basis. I also have questions and forms for the staff to complete that can be done either anonymously or not which gives the staff the opportunity to comment on their supervision and asks if they feel their supervisions and support can be improved in any areas, this feedback is analysed and reviewed and if any issues are raised I deal with it. For example recently I have had feedback which indicated that the staff felt that there personal circumstances weren’t always taken into account when supervision and training support was given, as a result of this I amended the supervision forms and added in a section where we could discuss any personal issues that there may be. I am also in regular contact with all staff and clients so I receive feedback on a daily basis which I relay good and bad to staff.Thereare many factors that could result in a power imbalance in professional supervision, I recently have had an issue where an existing member of my staff felt that they didn’t want to be supervised by a new member of y team who was employed as a supervisor, as the existing carer was middle aged and the new employee was early twenties and she didn’t feel that it was right. I The existing employee felt that the new employee was over powering and dictating, but she had not even met the new employee this had been passed on by other employees. To try and diffuse the situation I called both the old and new employee into the office and held a discussion of concerns, this helped and now there are no issues with power imbalance as they are both aware what there expected job roles are and what they are aiming for.Other factors could include: Feeling intimidated, feeling bullied, gender inequality.When a new employee starts they are giving a personal development plan that indicates where they need to be and on what timescale, the plans also determine how when and where supervisions will be carried out. The induction process that I have explains to new staff about their professional development and the supervision process. Also during the induction and the supervision meetings process I will indicate to Staff if we have received any feedback with regards to their performance and if so where the feedback has come from i.e, clients, colleagues, client family members or members of any other multi-disciplinary team. During the induction process staff are made aware of the make up of the company i.e, who is accountable to who and who offers support and the fact that all support and issues raised remain confidential. I have a policy on professional boundaries of which a copy is given to each member of staff.Before supervision is carried out all staff are informed of the date, time and location of the Supervision. Staff will be asked prior to this to think about any concerns or issues that they may have and to write them down and bring them along so that we can discuss them at the same time.After a supervision is carried out a date and time is set to arrange to meet with the supervisee to discuss the outcome of the supervision, during this meeting constructive feedback is given to help to improve practice if required. | Unit(s) | Learning outcome (s) | Assessment criteria | Evidence | | | | | Assessment decisions and feedback to learner | | Learners response to feedback | | I confirm that the evidence listed is my own work and was carried out under the conditions and context specified in the standards. Learner signature Date Assessor/Expert Witness* signature Date *delete as appropriate Internal Verifier signature (if sampled) Date