Information You Need to Know Introduction Clinical supervision is emerging as the crucible in which counselors acquire knowledge and skills for the substance abuse treatment profession, providing a bridge between the classroom and the clinic.
What is providing supervision for staff and volunteers? Why should you supervise staff and volunteers? When should you provide supervision? How do you supervise staff and volunteers? Pilar, who had once been a homeless teenager, was a counselor for homeless children.
She brought up the issue in her biweekly meeting with her supervisor.
They discussed the girl, her own feelings about the relationship, what she had tried so far. All in all, she felt things had improved, and would continue to.
Alejandro had been at the housing office for nearly a year, but he was still struggling to learn his job. Furthermore, rather than apologizing when he made mistakes, he treated clients as if his errors were their fault.
He and his supervisor had talked about the situation once before, and now the supervisor called him in again. There may be some supervisors who fit that description, but, in health and community service organizations, supervision is usually the opposite.
There are really two kinds of supervision, often both practiced by the same person, sometimes at the same time. The other casts the supervisor in her role in the organizational chart, as an administrator responsible for making sure that those in her department do their jobs.
The two are not necessarily contradictory, but they do occasionally place supervisors in an uncomfortable position, as the case of Alejandro above illustrates.
The duties of a supervisor may include training new workers, supporting and mentoring supervisees, providing professional development, assigning and creating projects, making sure plans are being carried out effectively, providing support, assisting with projects or activities, and identifying and addressing unsatisfactory performance.
All of these duties have the same goal: Each of the paid staff members in your organization probably has and should have a job description laying out her responsibilities.
Many volunteer programs also provide job descriptions for volunteers, but staff supervision and volunteer supervision are different. Staff members are expected, perhaps after some initial training, to be professionals who know their jobs and can function independently. They understand the workings of the organization, know the field, and often are expected to make complex decisions about their actions without consulting with a supervisor.
A supervisor of volunteers may also have to pay more attention to logistics — scheduling, making sure everyone knows about meetings or changes, checking with people to ensure they fulfill their commitments, etc. Both staff members and volunteers should meet regularly with their supervisor.
Depending on the position and the size and resources of the organization, these supervision meetings may always be individual, or may often be in a group.
In the latter case, the group can often be helpful in identifying and working out problems or making suggestions about resolving difficult situations. Whatever the situation, supervisors should have a chance to meet with supervisees individually at least a few times a year to review performance, call attention to problem areas, and provide support or — where necessary — explain and try to help improve unsatisfactory work.
The supervisor should be an important source of comfort and help to anyone she supervises. The supervisor is expected to — and should — provide as much support as possible in that situation, helping the staff member or volunteer to bring his efforts in line with the standards of the organization.
Neither the supervisor nor her supervisee can ignore the fact, however, that she may be the person who decides that — despite repeated warnings and efforts to correct the problem — performance has simply become or continued to be unacceptable, and the employee or staff member must be asked to leave.
As must be obvious by now, supervision — which is considered an afterthought in many organizations — is both an important and a difficult job, one that requires a lot of thought and effort. Good supervision benefits both the individuals supervised and the organization: Supervision geared toward helping staff members and volunteers gain competency makes them feel supported and valued, and makes the organization more competent and effective as well.
This can prevent problems later, or if they arise, provide a standard against which performance, behavior, and relationships can be measured. Poor performance by staff or volunteers reflects poorly in the community and with fundraisers.
Proper supervision can not only catch poor performance, but prevent it, by identifying areas of concern and working on them with staff and volunteers. Adequate supervision can help to recognize and address potential problems, such as staff burnout, before they become actual problems.
Good supervision keeps staff and volunteers with the organization.
These are factors that keep people happy with their jobs, and encourage them to stay. Good supervision models the type of relationship that should exist throughout the organization. Supervision, coupled with constructive feedback, can result in better employees who feel they are a more fully integrated part of the group.
Again, the end result of this is a stronger, more effective organization. Supervision for new staff members and volunteers should begin as soon as they join the organization, and should continue on a regular basis throughout their stay.
Regular supervision provides the opportunity for staff and volunteers to work out problems, to get to know the organization well, and to establish a good and productive relationship with their supervisor. In situations where supervision is largely supportive and professional — counseling and psychotherapy, health, etc.
The staffs of some medical facilities, particularly teaching hospitals, may conduct a short group supervision session every day.Welcome to APECS The Association for Professional Executive Coaching and Supervision (APECS) is the top level professional membership body for executive coaching, supervision, and advisory services to corporate organisations.
The professional practice of behavior analysis is one domain of behavior analysis: the others being radical behaviorism, experimental analysis of behavior and applied behavior analysis.
The professional practice of behavior analysis is the delivery of interventions to consumers that are guided by the principles of behaviorism and the research of both the experimental analysis of behavior and. APTA Guide for Professional Conduct.
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In answer to the question ‘What is supervision?’ from a professional practice per-spective, the British Association for Counselling and Psychotherapy (BACP, ) pro- to elucidate the meaning and purpose of supervision in counselling and psychotherapy.
professional supervision, peer, group and individual supervision and so forth.