a handbook for supervising allied health professionals - HETI - NSW ...

THE SUPERGUIDE
Managing for performance
In allied health managing for performance is generally undertaken by the operational line
manager, which may include a unit head, team leader, head of department or service
manager. This may be the clinical supervisor if they are also the line manager. However,
if the clinical supervisor is not also the line manager they may also be involved in this
process. This provides an opportunity for collaboration to occur for the benefit of the
supervisee.
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“Managing for performance is a process that commences with the recruitment and
orientation of an individual and involves an on-going cycle of planning, coaching and
reviewing individual, work, team and organisational performance within the context of the
organisation’s goals and strategies” (NSW Department of Health 2005a, p. 4).
It is important to note that managing for performance is not disciplinary action but is about
ongoing two way feedback to promote development. It also involves a formal review often
referred to as the annual performance review (NSW Health 2005a).
The process of clinical supervision links into the formal review as it is based on individual
learning goals relating to clinical practice. These items can therefore be discussed in
addition to the organisation/service requirements of the supervisee.
If supervision has been effective throughout the year, there should be no surprises at the
formal review. The staff member should be well aware of the progress they have made
and the opportunities for further improvement. This should be achieved through regular:
• feedback on performance
• review of learning goals
• one-to-one supervision sessions to discuss progress and opportunities for
improvement
• use of reflective practice to develop increased self awareness.
Purposes of the formal review
• To provide staff members with feedback about their performance and facilitate their
learning and development.
• To review evidence that staff members are progressing and achieving their learning
objectives. A good review system should assure senior staff/management that allied
health professionals are meeting certain standards of practice and competence
before advancing to higher levels of responsibility.
• To set objectives for the following year and identify areas for professional
development in line with service needs and the staff member’s career aspirations.
For more information, please refer to the NSW Health Policy Directive, PD2005_180,
Performance managing for a better practice approach for NSW Health 2005.