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Peer Mentoring Network
Innovative Strategies
Regional Resource Centers
Quality Assurance/ Credentialing
Training
State Systems
Funding
Events
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Staff Supervision
- Review the Parents as Teachers National Center's publication, What Makes Supervision Work: Recommendations from the Home Visiting Field
- Modify your participant satisfaction survey to capture staff satisfaction. Discuss results at a subsequent team meeting. Ask staff "Are you getting what you need?"
- Utilize the communications strategies taught in core training to establish a parallel process: feel-felt-found, wonderment.
- Check in with yourself: am I working with my staff in the same way I want them to work with the families?
- Sometimes the supervisor becomes a problem-solver for the staff. It's important to stop and say, "What are staff bringing to the 'fix'? How do they generate ideas to grow and develop?"
- Some supervisors develop IFSPs for their staff, tied into staff development goals and review processes. A career ladder or tier system can be tied into delegating activities. For example, an FSW I focuses on working with families. An FSW II adds responsibilities as a community liaison. An FSW III might help to write policies.
- Allow staff to vent and get it out of their systems. They're emotionally overloaded. You need to have an open door system.
- Have a schedule and sticking to it (create a do not disturb time each day to get work done)
- Have a psychologist or other experts (domestic violence, substance abuse) available on a periodic basis
- Even though it is difficult to make time for this, it is important to get out into the homes with your FSWs
- Allow staff to be the experts on their home visits. Trust them to know what's best for their families.
- Program Managers should make it a priority to meet with supervisors every week and give them an opportunity to vent as well.
- Put your expectations of staff in writing
- Be willing to do absolutely everything you ask staff to do
- Conduct case presentations with your team
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