When performance concerns arise

Many supervisors report being uncertain on how best to support supervisees when they have concerns about the supervisee’s level of insight, attitude, skill level and/or performance.^[1] These uncertainties can include:

• worrying about the supervisee’s reaction and the potential impact on the supervisory relationship
• fearing the conversation will affect the supervisee’s confidence
• not knowing what to do and how to make a positive difference
• lacking clarity about Human Resources processes and level of support that is available to them
• being accused of unfairness or discrimination
• feeling they are the only ones with the concern about the supervisee’s practice
• worrying they will contribute to the supervisee’s decision to leave the role – this is particularly relevant given current recruitment challenges.

Organisations need to be aware of these concerns and develop strategies to support supervisors.

If performance concerns persist, a performance development plan can clarify expectations and the professional development supports needed.

Supervisors can also use a bridging interview.^[2] This is a step before formal performance management. Supervisors should check their organisation's formal performance management policies and procedures to ensure a bridging interview aligns with them.

The bridging interview is where the supervisor:

• describes their concerns using specific examples of behaviours or practice that needs to change
• listens to the supervisee’s response and explanation – this includes being attuned to their emotional responses and responding in a way that helps the supervisee regulate
• considers the broader context which includes work–life impacts, team relationships, organisation and the wider system
• looks for desired alternatives by exploring whether it is a capability or a motivational issue
• develops a written, supportive plan with the supervisee about how you will work together to improve things.

Before undertaking the bridging interview, the supervisor needs to consider if there are any organisational constraints affecting practice and whether it reasonable to think the supervisee has the required knowledge and skill to perform their role. Other considerations include:

• Does the supervisee have a clear understanding of their role and responsibilities?
• Has the supervisee been provided sufficient support and mentoring?
• Have they been provided sufficient training?
• Are there signs of vicarious trauma and burnout impacting on practice?
• What future support or professional development does the supervisee need?

The bridging interview can be adapted to the situation and relationship, by using different approaches such as being directive, using coaching and being empathic. The interview contributes to the accountability requirements of the supervisory role and organisational responsibilities.

If change occurs, then this can be acknowledged. If not, the supervisor may need to consider performance management processes which are not a part of supervision.