IntroductionBoth research and pract

Introduction

Both research and practice point to the benefits of developing, operating and sustaining good supervision within an organisational culture that values both the people who work there and the people it offers services to. If these conditions are met, best practice is more likely.

Good supervision should result in positive outcomes for people who use services as well as similar outcomes for the worker, the supervisor and the organisation as a whole. An example of a positive outcome would be an improvement in the quality of life for a person, while for the organisation a similar outcome would be an improvement in the quality of the service. It is worth noting here that the following definition of supervision is being used:

Supervision: is a process by which one worker is given responsibility by the organisation to work with another worker in order to meet certain organisational, professional and personal objectives which together promote the best outcomes for service users.[1]

Research suggests that good one-to-one supervision has the following features:

it occurs regularly in a safe environment
it is based on a respectful relationship
the process is understood and valued, and is embedded in the organisation’s culture. [2]

Moreover, supervisees value emotional support, task assistance and reflection on practice, and supervisors need support and training.

Research into what happens within supervision suggests that effective supervision generates good outcomes for workers [3] while experience suggests that the consequences of absent, inadequate or negative forms of supervision may pose a threat to workforce stability, capacity, confidence, competence and morale. [4]

The evidence base in relation to the practice of supervision is limited and mostly correlational, as SCIE Research briefing 43 points out. This means that while there is a strong relationship between supervision and outcomes for people who use services or workers, there is no strong evidence to say that good supervision will cause specific outcomes as there are other factors within the mix.

The practice enquiry [2] commissioned by SCIE captures a cross-section of current practice in England and is unique in itself because it focuses on adult social care in joint and integrated team settings. Similarly, the narrative summary [5] that informs the recommendations and the ‘Service user and carer involvement seminar report’ [6] are both unique in their focus and intent.

Among the social care organisations we visited when compiling this guide, there were strong views from senior management about supervision being ‘the spine of a social care organisation’ and it was felt that staff must be supported in their reflective practice. Reflective practice was felt to be important as it increased a worker’s awareness of self in relation to the quality and impact of their practice. It was also felt to be important in building emotional resilience as, for example, caring for people in the last stages of their life can be stressful as well as rewarding.

In another organisation we visited, one support worker spoke of being able to talk about challenging racist behaviour in his supervision session and how this affected his work. He said he felt listened to in supervision and that this was important to him in carrying out his role.
Supervision appropriate to task and role

From what was seen in the practice enquiry [2], practitioners received different types of supervision. By this they meant supervision that had a particular focus and these were described as:

professional supervision: focused on the work being carried out with people who use services [2]
management supervision: task-orientated to deliver specific organisational outcomes [2]
clinical supervision: focused on professional support and learning which enables individual practitioners to develop knowledge and competence and assume responsibility for their own practice. [7]

Logic would suggest that the type of supervision should suit the role and task and a balance is required to challenge and evaluate practice in an appropriate way. Moreover, if a desired outcome of supervision is improvements in practice, then the focus will have to be on ‘practice’. Whether this is identified as ‘clinical supervision’ will be up to participants in the process to agree. Leadership, organisational culture, frequency of supervision and the foundations of good practice are all covered in this guide as supervision should be seen as part of a complex system of support and governance.

Finally, one of the key strengths of social work and social care is its commitment to social justice. This practice guide sits within that context and invites all practitioners and interested parties to engage with the content.
Who may be interested in this guide?

Supervisees are by definition those who are in receipt of supervision and need to know what good supervision looks like. What should they expect from their organisation in respect of the way that supervision is organised and supported? What should they expect from their supervisor and how can they, in their role as supervisee, contribute towards making the process most effective? All sections of this guide will be of interest to supervisees, however, if you need to choose, we suggest you start by reviewing the recommendations section and then go to the section which sets out the foundations of effective supervision practice.

Supervisors are those people with responsibility for delivering supervision and translating the organisation’s vision into practice. They are also likely to be supervisees themselves. All sections of this guide will be important for supervisors, who should review the recommendations section and consider how they might bring the voice of the service user into the process and the benefits this has. Supervisors will also need to understand the context for effective supervision, and consider how they can influence strategic managers to ensure the best possible organisational context for their practice.

Strategic managers and leaders have responsibility for ensuring that the organisation’s culture and context support the delivery of effective supervision. They will also need to ensure that quality is monitored and any remedial action taken where standards of supervision are not meeting the needs of the supervisee or contributing to good outcomes for people who use services. If supervision is working effectively from the bottom to the top of the organisation, then it is likely that managers and leaders will be supervisors and supervisees themselves. All aspects of this guide will therefore be of interest. Managers/leaders should review the recommendations section and then go to the section on the context for effective supervision.

People who use services and service user organisations may be interested in knowing about what happens in staff supervision. You may be interested in all sections of this guide and in using the Social Care TV videos for training.

Hasil (Bahasa Indonesia) 1:

PengenalanPraktek dan penelitian menunjukkan bahwa nilai-nilai kedua orang-orang yang bekerja di sana manfaat dari pengembangan, beroperasi dan mempertahankan pengawasan yang baik dalam budaya organisasi dan orang-orang yang menawarkan layanan ke. Jika kondisi terpenuhi, praktek terbaik lebih mungkin.Pengawasan yang baik harus menghasilkan hasil positif untuk orang yang menggunakan layanan serta hasil yang serupa untuk pekerja, supervisor dan organisasi secara keseluruhan. Contoh hasil yang positif akan menjadi peningkatan kualitas hidup untuk orang, sedangkan untuk organisasi hasil yang serupa akan peningkatan kualitas layanan. It's worth dicatat di sini bahwa definisi berikut pengawasan sedang digunakan: Pengawasan: adalah proses dimana satu pekerja diberi tanggung jawab oleh organisasi untuk bekerja dengan pekerja lain dalam rangka memenuhi tujuan tertentu organisasi, profesional dan Pribadi yang bersama-sama meningkatkan hasil terbaik untuk pengguna jasa. [1]Penelitian menunjukkan bahwa pengawasan satu-satu yang baik memiliki beberapa fitur berikut: itu terjadi secara teratur dalam lingkungan yang aman Hal ini didasarkan pada hubungan hormat proses ini dipahami dan dihargai, dan tertanam dalam budaya organisasi. [2]Selain itu, supervisees menghargai dukungan emosional, bantuan tugas, dan refleksi pada praktek, dan pengawas membutuhkan dukungan dan pelatihan.Research into what happens within supervision suggests that effective supervision generates good outcomes for workers [3] while experience suggests that the consequences of absent, inadequate or negative forms of supervision may pose a threat to workforce stability, capacity, confidence, competence and morale. [4]The evidence base in relation to the practice of supervision is limited and mostly correlational, as SCIE Research briefing 43 points out. This means that while there is a strong relationship between supervision and outcomes for people who use services or workers, there is no strong evidence to say that good supervision will cause specific outcomes as there are other factors within the mix.The practice enquiry [2] commissioned by SCIE captures a cross-section of current practice in England and is unique in itself because it focuses on adult social care in joint and integrated team settings. Similarly, the narrative summary [5] that informs the recommendations and the ‘Service user and carer involvement seminar report’ [6] are both unique in their focus and intent.Among the social care organisations we visited when compiling this guide, there were strong views from senior management about supervision being ‘the spine of a social care organisation’ and it was felt that staff must be supported in their reflective practice. Reflective practice was felt to be important as it increased a worker’s awareness of self in relation to the quality and impact of their practice. It was also felt to be important in building emotional resilience as, for example, caring for people in the last stages of their life can be stressful as well as rewarding.In another organisation we visited, one support worker spoke of being able to talk about challenging racist behaviour in his supervision session and how this affected his work. He said he felt listened to in supervision and that this was important to him in carrying out his role.Supervision appropriate to task and roleFrom what was seen in the practice enquiry [2], practitioners received different types of supervision. By this they meant supervision that had a particular focus and these were described as: professional supervision: focused on the work being carried out with people who use services [2] management supervision: task-orientated to deliver specific organisational outcomes [2] clinical supervision: focused on professional support and learning which enables individual practitioners to develop knowledge and competence and assume responsibility for their own practice. [7]Logic would suggest that the type of supervision should suit the role and task and a balance is required to challenge and evaluate practice in an appropriate way. Moreover, if a desired outcome of supervision is improvements in practice, then the focus will have to be on ‘practice’. Whether this is identified as ‘clinical supervision’ will be up to participants in the process to agree. Leadership, organisational culture, frequency of supervision and the foundations of good practice are all covered in this guide as supervision should be seen as part of a complex system of support and governance.Finally, one of the key strengths of social work and social care is its commitment to social justice. This practice guide sits within that context and invites all practitioners and interested parties to engage with the content.Who may be interested in this guide?Supervisees are by definition those who are in receipt of supervision and need to know what good supervision looks like. What should they expect from their organisation in respect of the way that supervision is organised and supported? What should they expect from their supervisor and how can they, in their role as supervisee, contribute towards making the process most effective? All sections of this guide will be of interest to supervisees, however, if you need to choose, we suggest you start by reviewing the recommendations section and then go to the section which sets out the foundations of effective supervision practice.Supervisors are those people with responsibility for delivering supervision and translating the organisation’s vision into practice. They are also likely to be supervisees themselves. All sections of this guide will be important for supervisors, who should review the recommendations section and consider how they might bring the voice of the service user into the process and the benefits this has. Supervisors will also need to understand the context for effective supervision, and consider how they can influence strategic managers to ensure the best possible organisational context for their practice.Strategic managers and leaders have responsibility for ensuring that the organisation’s culture and context support the delivery of effective supervision. They will also need to ensure that quality is monitored and any remedial action taken where standards of supervision are not meeting the needs of the supervisee or contributing to good outcomes for people who use services. If supervision is working effectively from the bottom to the top of the organisation, then it is likely that managers and leaders will be supervisors and supervisees themselves. All aspects of this guide will therefore be of interest. Managers/leaders should review the recommendations section and then go to the section on the context for effective supervision.People who use services and service user organisations may be interested in knowing about what happens in staff supervision. You may be interested in all sections of this guide and in using the Social Care TV videos for training.

Hasil (Bahasa Indonesia) 2:

Pengantar Kedua penelitian dan titik praktek untuk manfaat pengembangan, operasi dan mempertahankan pengawasan yang baik dalam suatu budaya organisasi yang menghargai kedua orang-orang yang bekerja di sana dan orang-orang itu menawarkan jasa untuk. Jika kondisi ini terpenuhi, praktek terbaik adalah lebih mungkin. Pengawasan yang baik harus menghasilkan hasil yang positif bagi orang-orang yang menggunakan layanan serta hasil yang sama bagi pekerja, supervisor dan organisasi secara keseluruhan. Contoh dari hasil yang positif akan peningkatan kualitas hidup bagi seseorang, sedangkan untuk organisasi hasil yang sama akan peningkatan kualitas layanan. Perlu dicatat di sini bahwa definisi berikut pengawasan yang digunakan: Pengawasan: adalah suatu proses dimana satu pekerja diberikan tanggung jawab oleh organisasi untuk bekerja dengan pekerja lain dalam rangka memenuhi tujuan organisasi, profesional dan pribadi tertentu yang bersama-sama mempromosikan hasil terbaik bagi pengguna jasa [1]. Penelitian menunjukkan bahwa baik pengawasan satu-ke-satu memiliki beberapa fitur berikut: itu terjadi secara rutin di lingkungan yang aman itu didasarkan pada hubungan hormat proses dipahami dan dihargai, dan tertanam dalam budaya organisasi. [2] Selain itu, nilai yang disupervisi dukungan emosional, bantuan tugas dan refleksi pada praktek, dan pengawas membutuhkan dukungan dan pelatihan. Penelitian apa yang terjadi dalam pengawasan menunjukkan bahwa pengawasan yang efektif menghasilkan hasil yang baik bagi pekerja [3] sementara pengalaman menunjukkan bahwa konsekuensi dari tidak hadir , bentuk yang tidak memadai atau negatif pengawasan dapat menimbulkan ancaman bagi stabilitas tenaga kerja, kapasitas, kepercayaan diri, kompetensi dan moral. [4] Bukti dasar dalam kaitannya dengan praktek pengawasan terbatas dan sebagian besar korelasional, sebagai SCIE Penelitian pengarahan 43 poin. Ini berarti bahwa sementara ada hubungan yang kuat antara pengawasan dan hasil bagi orang-orang yang menggunakan jasa atau pekerja, tidak ada bukti yang kuat untuk mengatakan bahwa pengawasan yang baik akan menyebabkan hasil yang spesifik karena ada faktor-faktor lain dalam campuran. Penyelidikan praktek [2] ditugaskan oleh SCIE menangkap penampang praktek saat ini di Inggris dan unik dalam dirinya sendiri karena berfokus pada kepedulian sosial dewasa dalam pengaturan tim gabungan dan terintegrasi. Demikian pula, ringkasan narasi [5] yang menginformasikan rekomendasi dan 'Layanan seminar keterlibatan pengguna dan pengasuh laporan' [6] keduanya unik dalam fokus mereka dan niat. Di antara organisasi perawatan sosial kami mengunjungi ketika kompilasi panduan ini, ada yang kuat dilihat dari manajemen senior tentang pengawasan menjadi 'tulang belakang dari organisasi kepedulian sosial' dan itu merasa staf yang harus didukung dalam praktek reflektif mereka. Praktek reflektif dirasakan menjadi penting karena meningkatnya kesadaran pekerja tentang diri dalam kaitannya dengan kualitas dan dampak praktek mereka. Hal itu juga dirasakan penting dalam membangun ketahanan emosional, misalnya, merawat orang pada tahap terakhir hidup mereka bisa stres serta bermanfaat. Dalam organisasi lain kami mengunjungi, salah satu dukungan pekerja berbicara untuk dapat berbicara tentang perilaku rasis menantang dalam sesi pengawasan dan bagaimana ini mempengaruhi karyanya. Dia mengatakan dia merasa mendengarkan dalam pengawasan dan bahwa ini adalah penting baginya dalam menjalankan perannya. Pengawasan yang tepat untuk tugas dan peran Dari apa yang terlihat di penyelidikan praktek [2], praktisi menerima berbagai jenis pengawasan. Dengan ini mereka berarti pengawasan yang memiliki fokus khusus dan ini digambarkan sebagai: pengawasan profesional: fokus pada pekerjaan yang sedang dilakukan dengan orang-orang yang menggunakan layanan [2] pengawasan manajemen: berorientasi tugas untuk memberikan hasil organisasi tertentu [2] supervisi klinis : fokus pada dukungan profesional dan pembelajaran yang memungkinkan praktisi individu untuk mengembangkan pengetahuan dan kompetensi dan bertanggung jawab untuk praktek mereka sendiri. [7] Logika akan menunjukkan bahwa jenis pengawasan harus sesuai dengan peran dan tugas dan keseimbangan diperlukan untuk menantang dan mengevaluasi praktek dengan cara yang tepat. Selain itu, jika hasil yang diinginkan pengawasan adalah perbaikan dalam praktek, maka fokus akan berada di 'praktek'. Apakah ini diidentifikasi sebagai 'supervisi klinis' akan sampai peserta dalam proses setuju. Kepemimpinan, budaya organisasi, frekuensi pengawasan dan dasar-dasar praktek yang baik semua dibahas dalam buku ini sebagai pengawasan harus dilihat sebagai bagian dari sistem yang kompleks dukungan dan pemerintahan. Akhirnya, salah satu kekuatan kunci dari pekerjaan sosial dan kepedulian sosial adalah komitmennya untuk keadilan sosial. Panduan praktek ini duduk dalam konteks itu dan mengajak semua praktisi dan pihak yang tertarik untuk terlibat dengan konten. Siapa yang mungkin tertarik pada buku ini? Supervisee secara definisi mereka yang berada dalam penerimaan pengawasan dan perlu tahu apa pengawasan yang baik terlihat seperti. Apa yang harus mereka harapkan dari organisasi mereka sehubungan cara bahwa pengawasan diselenggarakan dan didukung? Apa yang harus mereka harapkan dari atasan mereka dan bagaimana mereka dapat, dalam peran mereka sebagai supervisee, berkontribusi terhadap membuat proses yang paling efektif? Semua bagian dari buku ini akan menarik untuk supervisees, namun, jika Anda harus memilih, kami sarankan Anda mulai dengan meninjau bagian rekomendasi, dan kemudian pergi ke bagian yang menetapkan dasar-dasar praktek pengawasan yang efektif. Supervisor adalah orang-orang dengan tanggung jawab untuk memberikan pengawasan dan menerjemahkan visi organisasi dalam praktek. Mereka juga cenderung supervisees sendiri. Semua bagian dari buku ini akan menjadi penting untuk pengawas, yang harus meninjau bagian rekomendasi, dan mempertimbangkan bagaimana mereka bisa membawa suara pengguna layanan ke dalam proses dan manfaat ini memiliki. Pengawas juga akan perlu memahami konteks untuk pengawasan yang efektif, dan mempertimbangkan bagaimana mereka dapat mempengaruhi manajer strategis untuk menjamin kemungkinan konteks organisasi terbaik untuk praktek mereka. Manajer Strategis dan pemimpin memiliki tanggung jawab untuk memastikan bahwa budaya dan konteks organisasi mendukung pengiriman efektif pengawasan. Mereka juga perlu untuk memastikan kualitas yang dipantau dan tindakan perbaikan yang dilakukan di mana standar pengawasan yang tidak memenuhi kebutuhan supervisee atau memberikan kontribusi untuk hasil yang baik bagi orang-orang yang menggunakan layanan. Jika pengawasan bekerja secara efektif dari bawah ke atas organisasi, maka kemungkinan bahwa manajer dan pemimpin akan supervisor dan yang disupervisi sendiri. Semua aspek panduan ini karena itu akan menarik. Manajer / pemimpin harus meninjau bagian rekomendasi, dan kemudian pergi ke bagian pada konteks pengawasan yang efektif. Orang yang menggunakan jasa dan layanan organisasi pengguna mungkin tertarik untuk mengetahui tentang apa yang terjadi dalam pengawasan staf. Anda mungkin tertarik dalam semua bagian dari panduan ini dan dalam menggunakan video TV Perawatan Sosial untuk pelatihan.