Supportive Supervision


Presentation Description

No description available.


By: pnmohanty (80 month(s) ago)

Very useful presentation.

By: godfridamarandu (84 month(s) ago)


By: sangeetab99 (104 month(s) ago)

Dear Sir, its really avery good and learning ,please permit me to download this PPT Thanks & Regards

By: sangeetab99 (104 month(s) ago)

Kindly permit me to download this PPT


By: nmchandra (105 month(s) ago)

sir, It is realy good and useful ,can u please permit me to download this ppt. Thanks

By: JUDIKE (108 month(s) ago)

A very rich and exciting presentation. Please permit me to download it.

Presentation Transcript

Supportive Supervision : 

1 Supportive Supervision Introductory Training for Staff Sponsored by the Vermont Department of Corrections

Learning Objectives : 

2 Learning Objectives Supervisors will understand and be able to describe the difference between control supervision and supportive supervision and the need for creating collaboration with the staff they supervise Supervisors will understand the importance of utilizing supportive supervision principles to influence employee professional development Supervisors will be able to identify employee performance deficiencies Supervisors will understand and be able to describe the importance of seeing all staff as having a potential to grow and improve regardless of current performance problems Supervisors will be able to create an agenda for PMI meetings and conduct meaningful PMI’s with the employees they supervise Supervisors will be able to write supervisory notes, PMI notes and supervisory feedback Supervisors will be able to write simple performance expectations that are clear, fair and measurable Supervisors will be able to demonstrate the ability to actively address performance issues Supervisors will be able to re-address performance issues in a PMI meeting Supervisors will be able to create simple performance monitoring systems

Supportive Supervision : 

3 Supportive Supervision What is it and why do we do it?

What Makes for an Effective Supervisor : 

4 What Makes for an Effective Supervisor What are the characteristics and attributes of an effective supervisor?

Supportive Supervision : 

5 Supportive Supervision Supportive Supervision is an attitude first and a process second. It is the creation of an environment that allows staff to develop professionally and enhances performance of staff regardless of current level of performance or professional expertise.

What’s the Attitude look Like? : 

6 What’s the Attitude look Like? Supervisors accept a shared responsibility for employee’s professional development. Supervisors respect employee’s current ability and strive to enhance employee performance by supporting professional development. Supervisors believe all employees can change and develop professionally Supervisors work directly with staff to set clear goals, standards and expectations Supervisors continuously challenge employees to achieve the highest level of performance possible.

What’s in it for the Employee : 

7 What’s in it for the Employee Supportive link with supervisor Formal evaluation and feedback from supervisor on performance Support for skill development to develop as a Corrections Professional Clarity regarding performance expectations Monitoring of performance in an objective manner Creation of a “Professional Development Plan” Open channel of communication to address concerns and share ideas

What’s the Process Look Like : 

8 What’s the Process Look Like

Control vs. Supportive Supervision : 

9 Control vs. Supportive Supervision So what’s the difference? What’s the desired outcome of Supportive Supervision? What do you see as the key component of Supportive Supervision? Control Supervision Supportive Supervision

Employee Motivation : 

10 Employee Motivation What Role Do You Play as a Supervisor?

Employee Motivation Indicators : 

11 Employee Motivation Indicators Employee Performance (with and w/o supervision) Employee Attitude (work, site, others) Ability & Willingness to Support Others Support for Operational / Organizational Goals Level of Cooperation / Collaboration with supervisor Willingness to Lend Assistance to Others

Employee Motivation Scale : 

12 Employee Motivation Scale Low Level Motivation Requires supervision / direction because motivation comes from external sources - buy-in for doing a good job limited - Limited Self - Motivation High Level Motivation Motivation comes from within the employee. Self-driven employee - needs only on-going support to develop professional skills. All employees are on the scale and continually move both up and down as motivation is effected by internal and external forces. Pay attention and influence motivation.

Slide 13: 

13 ATTITUDE REFLECTING What About Attitude?

Dealing With Your Own Attitude : 

14 Dealing With Your Own Attitude Reflect / Reframe What am I thinking? What am I feeling? What effect is my thinking & feeling having on my ability to supervise effectively? What do I need to be thinking & feeling to gain collaboration & work effectively with this employee?

Slide 15: 

15 Supervisor Investment Low Level of Investment Supervisor does not care about employee’s development as a professional - non-supportive attitude about employee High Level of Investment The employee’s professional development matters to the supervisor. The supervisor actively supports and challenges employee to develop as a professional. I made it! I knew he/she would make it with a little support

The Pieces : 

16 The Pieces Supervisory Files Supervisory Notes Performance Management Interviews Developing Performance Expectations Addressing Performance Issues Developing Performance Monitoring Systems Documentation & Feedback Systems Evaluation

Supervisory Files : 

17 Supervisory Files All employees have a Supervisory File to store performance related information / documentation during the yearly evaluation period. This file is kept in a secure location by the supervisor and access is restricted. The employee has the opportunity to view this file upon request and is aware of all content.

Supervisory Notes : 

18 Supervisory Notes The supervisor is responsible for keeping running notes throughout the performance evaluation period regarding the employees performance. Supervisory notes are placed in the supervisory file according the locally defined schedule.

Performance Management Interviews : 

19 Performance Management Interviews All employees have performance reviewed in a formal PMI meeting with their supervisor according to locally established schedules. Employees have the responsibility for reporting performance, raising issues and actively participating in the PMI meeting. All PMI’s are documented with copies placed in the file and given to the employee.

Performance Management : 

20 Performance Management Supervisors and employees are responsible for the development of performance expectations. All performance expectations are clearly defined and measurable. Performance indicators are documented, shared and placed in the Supervisory File. All performance related issues are “On the Table.” Employees are recognized for effort accordingly. Evaluations are objectively based.

Annual Evaluations : 

21 Annual Evaluations Annual Evaluations are written objectively using the content and information gathered and stored throughout the year in the Supervisory File. Performance Evaluations are clear and concise. Evaluations are written with clear expectations and in support of continued professional development. Evaluations are done in a timely manner. Ratings are based on effort and performance.

Creating Performance Expectations : 


Identifying Performance Deficiencies : 

23 Identifying Performance Deficiencies In small groups, identify 3 performance issues/ deficiencies you have encountered as a supervisor in the past year. Example Performance Expectations CSS Staff are expected to write case notes CSS staff are expected to enter relevant case notes into the DOC data base CSS staff are expected to enter professionally written, relevant case notes into the DOC data base within 3 work days of contact or new information

Why Performance Expectations? : 

24 Why Performance Expectations? Creates a standard of performance that individual staff performance can be objectively measured against Provides staff clarity with “what” it is they are expected to do as they perform the essential functions of their job Provides supervisors with a focus in their efforts to manage staff performance

Types of Performance Expectations : 

25 Types of Performance Expectations Site specific performance expectations Job class performance expectations Post specific job expectations Prescriptive employee job expectations

Site Specific Expectations : 

26 Site Specific Expectations Site Specific expectations are generic expectations that a local site, office or organization develops that all staff in the work unit are expected to follow regardless of class, position, or post assignment.

Job Class Expectations : 

27 Job Class Expectations Job class expectations are created to define specific expectations common to all staff working that job class.

Post Specific Expectations : 

28 Post Specific Expectations Post specific expectations are written to define expectations for each different post assignment often translated from post orders.

Prescriptive Employee Expectations : 

29 Prescriptive Employee Expectations Prescriptive employee performance expectations are created through active supervision of employees to meet the individual need of the employee under supervision.

Where do Performance Expectations Come From? : 

30 Where do Performance Expectations Come From? Job descriptions Post Orders Policy, Directive, Procedure On-going Supervision

What Goes in the Expectation : 

31 What Goes in the Expectation Description of what the employee is expected to do Description of the condition under which the employee is expected to meet the performance expectation System for measuring, monitoring or evaluating the expectation against the standard

Points to Consider : 

32 Points to Consider Is the expectation clear and understandable? Is the expectation reasonable for the job class? Does the employee have the knowledge, skill, ability or experience to meet the expectation Are the conditions fair and clearly understandable? Does this expectation enhance the ability of this employee to meet an essential function of the job?

Developing Options : 

33 Developing Options Conduct a job task analysis to identify the essential functions of the job Gather all post orders, job descriptions and related policy, directive or procedures that impact the area of performance expectations that you are writing Use a team of staff, preferably from the class you are writing expectations for, to develop, review and write expectations Get necessary feedback

Performance Evaluation Connection : 

34 Performance Evaluation Connection One of the best ways to ensure that the performance expectations you are writing match the Annual Performance Evaluation is to use the categories listed in the class specific section of the evaluation as a guide. All of the performance expectations that you write should fit under these categories.

Post Specific Expectations : 

35 Post Specific Expectations When writing Post Specific Performance Expectations, use the established post orders as a guide. Most of the time it’s a simple matter of translation to write post specific performance expectations: From what the job requires to what’s required of you as an individual under what condition.

Prescriptive Performance Expectations : 

36 Prescriptive Performance Expectations As you actively supervise staff and develop them as Corrections Professionals, it will become necessary to develop individual or prescriptive performance expectations. This allows for the continued enhancement of the individual employee as they strive to achieve the highest level of performance possible and/or prepare for advancement.

Ready to Develop Expectations! : 

37 Ready to Develop Expectations! Nike says it best: Just Do It!!

Active Addressing of Performance : 

38 Active Addressing of Performance As a supervisor, you are exposed to many performance related issues during your shift. It is imperative that you address these issues as the occur? Why?

Points to Consider before Actively Addressing Performance Issues : 

39 Points to Consider before Actively Addressing Performance Issues Proper Time Proper Place Your Own Frame of Mind The Frame Of Mind Of The Person You Are Addressing The Plan For Addressing

Steps for Active Addressing of Performance : 

40 Steps for Active Addressing of Performance Put the Issue “On The Table” Employee Self-Assessment Set The Expectation

What Happens if We Don’t Actively Address? : 

41 What Happens if We Don’t Actively Address?

Example of Active Addressing : 

42 Example of Active Addressing Situation: You enter DA at 6:30 AM unit and John the officer is reading the sports page Response: You assess the scene, evaluate your frame of mind and plan your approach. After relieving the staff member with the building float you meet in the hall to discuss the situation

The Addressing : 

43 The Addressing You: John I had you relieved because I wanted to share a concern with you John: Yea, well what’s the problem now? You: When I entered the unit I noticed you were reading the paper. John: So what! You: Why do you think I am concerned about this? John: I guess it’s because we are not supposed to be reading on duty. You: So you understand that it’s a rule? Why do you think we have that rule or expectation? John: Because we are supposed to be paying full attention to the offenders. You: So what do you think the a reasonable expectation should be here? John: That I don’t read the news paper on duty? You: Yes and thanks for discussing this matter with me.

Write the Supervisory Note : 

44 Write the Supervisory Note The Note for the Supervisory File:

Supervisory Files What are they? What goes in a Supervisory File? : 

45 Supervisory Files What are they? What goes in a Supervisory File? The Supervisory File is a repository for ALL performance-related documentation kept throughout the annual rating period. Copy of performance expectations from previous annual evaluation Copy of employees job description Supervisory Notes PMI Notes Letters of Supervisor Feedback Performance Monitoring Documentation E-mail Performance Indicators Letters of acknowledgement / recognition Performance Auditing Information Professional Development Plans Training Records Performance Checklists (new staff) FTO Evaluations (New staff)

Performance Management Interviews : 

46 Performance Management Interviews Supervisors should conduct formal PMI’s at regular intervals during the evaluation period. Recommended no less than every 60 days A Performance Management Interview is a regular, private meeting between the supervisor and the employee to: Increase communication Discuss performance issues Increase personal accountability for work performance Establish clear, objective, fair and measurable performance expectations Create short and long term goals Create a baseline of performance related information for annual evaluation Recognize employee efforts formally Address issues and concerns that the employee might have in the work environment

The PMI Meeting : 

47 The PMI Meeting Hold in a location that affords privacy and limits interruptions Should be 30-60 minutes long Both the employee and supervisor should bring issues for discussion to the meeting Write-Up PMI notes within 1 week – employee gets copy and 2nd copy goes in the file

Setting the Agenda : 

48 Setting the Agenda Review supervisory notes and previous PMI notes to ID issues for agenda Schedule PMI meeting in advance Welcome the employee Offer opportunity to review supervisory notes Ask the employee for their agenda issues Share your agenda issues Determine, in collaboration with the employee, the order of priority for the issues to be discussed (make sure you are clear about time limits) Start with the employees first issue and move on to your first issue Thank the employee for their efforts / time and willingness to talk If possible, schedule next PMI meeting

Things to Remember During PMI : 

49 Things to Remember During PMI General Rules No surprises – staff should always know what’s up Concentrate on results No put downs Praise accordingly Communicate, Communicate, Communicate Coach Never give up Control your emotions Traps to Avoid Don’t argue or debate Don’t waffle / get to the point Once you have made your point don’t apologize Don’t beat a dead horse Don’t compare performance to others Don’t talk at people – talk to them Allow employee to explain – don’t allow them to justify Avoid negative language

PMI Documentation Guidelines : 

50 PMI Documentation Guidelines All PMI notes should be typed and distributed within one week of the meeting Only issues discussed go into the notes PMI notes are stored for the annual evaluation period in the supervisory file and purged after the annual evaluation is signed off All employees have the right to dispute what is written in the PMI notes Notes should have enough detail to provide necessary clarity Notes should always be written using supportive language

Addressing Employee Issues in a PMI : 

51 Addressing Employee Issues in a PMI PMI’s are time limited and because of that it’s often necessary to move an employee from complaining to problem solving. In order to do that follow a simple 3 step process: Three Step Give the employee 1 minute to describe the issue/concern or complaint. Give the employee 2 minutes to explain/describe how the issues is effecting their ability to do their job Spend 3 minutes discussing what they or you can do to overcome the issue (what’s the plan)

Performance Monitoring Systems : 

52 Performance Monitoring Systems Deficiency: John is not conducting cell inspections as called for in his post orders and you have actively addressed this previously. Expectation: Cell inspections are to be done each day by 0930 according to post orders Monitoring System Date of Inspection Time Started Cells Inspected Comments Jan 3, 2005 0940 All G-Pod Late because of phone call from CSS about OT

The Performance Issue continuesAddressing Your Issues in a PMI : 

53 The Performance Issue continuesAddressing Your Issues in a PMI In some situations the performance issue persists what do you do? In this situation you read in another supervisors supervisory notes on John that he was re-addressed on the same issue and you have noticed John carrying the newspaper in for his shift in the morning. Addressing In PMI Put the issue on table Employee Self-Assessment Clarify Performance Expectation Discuss how issue will be monitored Plan for Review of Expectation

Write the PMI Note : 

54 Write the PMI Note The PMI Note:

The Issue ContinuesWriting Supervisory Feedback : 

55 The Issue ContinuesWriting Supervisory Feedback For whatever reason you hear that John continues to read the newspaper on duty Content Put the issue “on the table” Make your point fact based Define the expectation again (use past agreement when possible) Provide clear direction statement

Write The Letter of Supervisory Feedback : 

56 Write The Letter of Supervisory Feedback Letter of Supervisory Feedback:

Positive Supervisory Feedback : 

57 Positive Supervisory Feedback Situation You hear John handled a particularly difficult offender who is demanding to see a supervisor about his mail coming to him already opened. John demonstrates patience and is able to calm the offender down and works through options with the offender in a clear and supportive manner to the point that the offender thanks him for his time and help and actually apologizes for being so aggressive in his approach. Positive Letter of Feedback Describe the situation (briefly) Connect to a professional expectation or standard Close with a positive statement that represents why this performance warrants recognition

What Traps are Avoided Using Supportive Supervision : 

58 What Traps are Avoided Using Supportive Supervision Supervision and support is based of performance not personal likes or dislikes. Communication is clear and supportive not fuzzy (employees always know what to expect and why). Professional opportunities are afforded equitably not arbitrarily. Promotions are based on performance not personalities. Cliques are discouraged not encouraged - teams are created. Staff support each others efforts Vs competing against each other.

Questions and/or Concerns : 

59 Questions and/or Concerns Write down one question or concern about the material we covered today.

authorStream Live Help