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Supervisor best practice

This approach focuses on reviewing the first-line supervision of advisers, identifying the key aspects of a supervisor's role, addressing environmental factors that impact their role, identifying risks from poor supervision, and implementing steps to mitigate those risks. It also includes creating a risk-based model for supervising supervisors.

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Supervisor best practice

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  1. Supervisor best practice

  2. Your brief • You are to construct an approach to review the first line supervision of advisers. • In order to do this you must • Identify the key aspects of a supervisors role and the areas in which they should be competent • The environmental factors outside the supervisors personal control that can impact upon their role • The risks that might arise from poor supervision • The steps you can take to identify and mitigate such risks • Create a risk based model for the supervision of supervisors

  3. CHARACTERITICS OF ACTIVITY MANAGER • Will focus on completing activities and form filling. • Forms completed will include just about sufficient detail • Supervision is more of a routine – when things are done • Tasks will often be completed at the last minute • No real thought given to why a case is reviewed or observed • The amount of checking is governed by the minimum requirements • They manage their checking to help ensure beneficial outcomes

  4. CHARACTERISTICS OF A COMPETENCE MANAGER • Thinks and acts in terms of overall competence • Plans evidence against risks and competence profile • Undertakes more than minimum sampling • Varies routines to avoid predictability • Deals with problematic outcomes in their stride • Uses evidence gathered to measure leadership competence accurately

  5. SUPERVISOR ROLE • Effectiveness of supervisory intervention • Know and demo the standards • Use diagnostics effectively • Check sufficient work and spread of work • Identify root causes • Quality feedback • Development plans • Coaching • Communication/team player • Keep themselves up to date • Share best practice

  6. Environmental factors • Changes to team composition • Too many advisers/poor advisers • Geography • Sales responsibility/other calls on time • Range of advice/services • Locum arrangements come into play

  7. Risks that might arise • Incorrect assessments • Collusion • Not Random • Not Representative • Root cause missed or wrong • Insufficient assessments • Supervisor not competent

  8. Steps to identify and mitigate • Annual assessments • Vested interest in outcome • Remuneration • Independent checks • Traceable contact • Patterns in activity, dates, types, locations • Compliance views • Customer feedback

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