Clinical Super VisionOn 1 Mar 2001 in Clinical governance, Personnel Today Comments are closed. Previous Article Next Article What is clinical supervision and why do we need it? This article, which forms the text of aforthcoming leaflet, aims to stimulate ideas about setting up such anapproach. By D. Bainbridge, C.Butterworth and J. Mills Clinical Supervision in the workplace was introduced as a method of enablingcontinuous professional development by way of reflective practice and thesharing of experiences. It is supported by the UKCC and fits well within the framework of clinicalgovernance, since, in developing systems for clinical supervision, the nursing professionis developing a quality framework which helps it improve practice. What clinical supervision is not is a management tool. Rather, it is”super vision” and could also be called professional supervision. Clinical supervision comes in many guises and the UKCC statement emphasisesthe importance of creativity in approach. This article is an introduction,asking some basic questions such as “Why have it?”, “What isit?” and “How can it be implemented?”. The aim is to stimulateideas and to encourage colleagues to embark on setting up supervision in thespirit of experiment. There is no one model and the development phase can be exciting as long asan open mind is kept. We hope to provide some solutions and ideas but recommendthat selective reading is carried out, and a variety of available sources aretapped into. Why clinical supervision? Clinical supervision is important for continuous professional and personaldevelopment. It can be seen as a tool which supports elements in clinicalgovernance, for example: – Improvement of quality – Risk management and management of performance – Systems of accountability and responsibility. Clinical supervision enables a structured approach to reflecting, in greaterdepth, on clinical practice, thus improving practice and client care, andcontributing to clinical risk management. How will clinical supervision help? Clinical supervision will help nurses meet the requirements of PREP byensuring continuous professional development. It will enable nurses to reflect upon working practices and identify roomfor improvements in their practice. It also provides the opportunity to developexpertise, gain support, and have direction for learning opportunities. Clinical supervision aims to be motivational, client-centred and tosafeguard standards of client care. It will bring benefits in the followingways: – It will enable the evaluation of services delivered – Provide opportunities, and assist the process that develops – Assist in the recruitment and retention of staff – Enable improved efficiency and effectiveness that promotes capability tomeet the needs of the business. Introducing clinical supervision into practice Introducing clinical supervision has resource, cost, and time implications.The commitment and support of key members of staff is essential in the earlystages of planning. There may be a forum already in place within the organisation into whichclinical supervision can slot, so that the time factor is rationalised. Which model will work for me? OH nurses work in a variety of settings and sometimes in isolation.Therefore, it is important to be creative and to consider ways of utilising theresources available to suit individual supervisory needs. It is best to find a model that works well for nurses and their team interms of the learning process, the numbers in the team, frequency of meetings,available venue and required outcomes. There are a variety of models andapproaches for clinical supervision. The following are some types of models butit is best not to feel too constrained by an academic approach. Proctor – Educative – (formative) – develops skills, understanding and ability;works on how to understand the client better, develops awareness of one’s ownreaction, reflects on interventions and explores other ways of working. – Supportive – (restorative) – explores how OH staff react emotionally topain, conflict and other emotions raised when implementing client care. Theability to address this issue effectively can reduce burn out. – Managerial – (normative) – addresses quality control aspects, ensures thatnurses’ work reaches appropriate standards. Developmental model Jean Carr’s 1988 Model of Clinical Supervision looks at levels ofsupervision: – Childhood – apprentice – Adolescence – journeyman – Early adult – independent craftsman – Mature adult – master craftsman Here are some examples of how to develop a structured forum for peersupervision: – Meet up with colleagues in a local OH group – Meet with nurses from other organisations – Consider partnership in supervision with non-OH professionals – Seek provision from an outside OH organisation – Facilitate group supervision – Conduct one-to-one peer review with professional colleagues – Set up group supervision with selected leader – Perform peer group supervision Characteristics of clinical supervision Clinical supervision sessions should be carefully structured and managedwith clearly defined aims and objectives. The template needs a process, an evaluation system and outcomes by which tomeasure its success. Ground rules and responsibilities should be clearlydefined and there should be a contract of commitment which includes: – Commitment to confidentiality – Open and honest learning – Sharing best practice – Seeking research for evidence-based practice – Enabling learning – Relevance to clinical practice – Active listening – An organisation perspective – Provision of educational and emotional support – A formalised method of recording – Creating opportunities for improvements – Techniques to manage team dynamics Clinical supervision is an evolving process developed by experiment wherebychallenge is embraced and built upon. For further information contact the OH Managers’ Forum at the RCN. Further reading 1. Butterworth T, Faugier J. (1992) Clinical supervision and mentorshipin nursing. London: Chapman and Hall. 2. Farrington A. (1995) Models of clinical supervision. British Journal ofNursing; 4(15): 876-878. 3. Faugier J. (1992) The supervisor’s relationship. In Butterworth CA andFaugier, J. eds. Clinical supervision in mentorship and nursing. London:Chapman and Hall. 4. Faugier J, ButterworthT. (1994) Clinical supervision: A position paper.Manchester: University of Manchester. 5. Hawkins P, Shohe R. (1989) Supervision in helping professions. MiltonKeynes: Open University. 6. Johns C. (1993) Professional supervision. Journal of Nursing Management, 1:9-18. 7. Kohner N. (1994) Clinical supervision in practice. London: Kings Fund. 8. UKCC (1996) Position statement on clinical supervision for nursing andhealth visiting. London: UKCC. D. Bainbridge, C. Butterworth and J. Mills are all members of theOccupational Health Managers’ Forum at the RCN. Related posts:No related photos.
Previous Article Next Article Comments are closed. SouthOxfordshire District Council has introduced annualised hours to help its staffbalance their work and home lives.Thecouncil now contracts each employee to work a specified number of hours peryear, instead of measuring working time over a week.Thecouncil’s head of HR Trevor Hill said the move to annualised hours would allowits 250 employees more freedom to change their working arrangements to suittheir home lives.Flexibleworking options available as part of annualised hours will include term-time working and nine-day fortnights. Thenew arrangements also allow staff to deal with short-term problems moreeffectively – such as a dependents’ illness – by enabling them to make up thetime later in the year.”Themove to annualised hours will enable workers to change their working patternswith the agreement of their line managers to suit their personal lives, whileensuring that the service to the public in south Oxfordshire does notsuffer,” said Hill.Allline managers will be trained in organising staff rotas to help their teamsbenefit from the new arrangements.Hillsaid annualised hours had been introduced with the agreement of union Unison aspart of the council’s recent job evaluation project, which overhauled gradingand pay structure.Heis also optimistic that the changes will boost recruitment and retention.”This will hopefully also show people that we value diversity in thecouncil and help attract recruits from an ethnic background,” said Hill.Councilleader Jan Morgan said: “The real benefits accrue through having a bettermotivated workforce, each one of whom knows their employer is supportive ofthem getting the right work-life balance to suit their particularcircumstances.”ByBen Willmott Council invites staff to choose on work hoursOn 4 Feb 2003 in Personnel Today Related posts:No related photos.
NHS set to build on skills with chance to achieve SSC statusOn 15 Apr 2003 in Personnel Today Comments are closed. The NHS is set to benefit from Sector Skills Council (SSC) status afterbeing awarded a first-stage development contract. As part of the development contract, the budding SSC, Skills for Health(SFH), will now be expected to produce a business plan by September. Once thishas been achieved, the Sector Skills Development Agency (SSDA) should confirmit is to gain a full five-year SSC contract. SSCs are the employer-led training bodies that replaced the NationalTraining Organisations last March to try and boost the development of skillsacross major industries. SFH aims to reduce skills shortages, improve skills and increase training byintroducing competency frameworks for all healthcare staff. The 18-strong board includes members of the NHS Confederation and two HRdirectors at NHS trusts – Mervyn Barklay, HR director at Belfast City Hospital,and Anne Coutts, HR director at United Bristol Healthcare. Coutts said the health sector deserves an SSC because the two million-strongworkforce it serves stretches across the UK and the skills and service itprovides affects everybody. “The requirements from the Government and expectations from the publicfor the health service are high and challenging. That is why we must be able toconsistently develop the skills of the workforce without any gaps,” shesaid. David Highton, chairman of SFH, believes the body will help to increase productivityand quality of service. “The challenge of meeting the Government’s aim ofmodernising the NHS is enormous and will depend on recruiting, retaining andimproving the skills of healthcare professionals and all those who supportthem,” he said. “A new SSC for health will play a key role in ensuring there arelife-long learning and development opportunities for all healthcarestaff,” he added. So far, only two sectors have been awarded full SSC status -E-Skills (the ITSSC) and SEMTA (the Science Engineering Manufacturing Technology Allianceskills council). There are five sectors with trailblazer status and nine have developmentcontracts. By Paul Nelson Previous Article Next Article Related posts:No related photos.
Previous Article Next Article Related posts:No related photos. As an additional point, surely ‘Sales’ in general should come under fire? On at least three occasions I have interviewed for a role that was advertised as administration/customer service etc when it turned out to be 9 hours of door-to-door selling or cold calling. It’s not just the recruiters that can be unpleasant; it’s part of a wider culture of selfish, hyper-competitive indulgence that some people seem to thrive on. It promotes a complete lack of humanity and understanding.These are the kind of people you see on The Apprentice! But, as I said, we’re not all like that.Read full article Comments are closed. Comment on Why ‘agency recruitment’ is totally screwed by JamesShared from missc on 16 Oct 2015 in Personnel Today
Related posts: Top 10 Covid-related claims employers could face in 2021The Government’s furlough scheme, large-scale redundancies, safe working concerns and the rise of flexible working will have a big impact… No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Previous Article Next Article Top 10 HR questions September 2020: Testing, Brexit and redundancyBy XpertHR on 2 Oct 2020 in Collective redundancy, Europe, Brexit, Right to work, Furlough, Testing, Coronavirus, Employee relations, Change management, Notice periods, Employee communications, Latest News, Information & consultation, Downsizing, Personnel Today, Discipline and grievances, Immigration, Redundancy, Employment contracts, Sick pay Shutterstock As the number of coronavirus (Covid-19) cases rose in the last month, employers have been asking questions about testing for the virus.In September’s top ten FAQs, popular questions included those on whether employers can test their workforce and if they should disclose a colleague’s positive test result.Additionally, employers are turning their attention to Brexit as we near the end of the transition period, asking about right to work checks and settled status.The top 10 HR questions in September 2020:1. When can an employer demote an employee lawfully?2. Can an employer inform its staff if a colleague has tested positive for coronavirus (Covid-19)?3. Can an employer require employees to be tested for coronavirus (Covid-19)?4. How should employers carry out right to work in the UK checks for European nationals following Brexit?5. Why is it important for European nationals in the UK to obtain settled or pre-settled status?6. If an employee is advised to self-isolate to avoid the risk of spreading coronavirus, are they entitled to sick pay?7. What should the employer and employee discuss at an individual redundancy consultation meeting?8. What does dismissal for “some other substantial reason” mean?9. Is an employer required to deal with a grievance raised by an ex-employee?10. Is an employee entitled to their normal full pay during the notice period if they are made redundant while on furlough? Acas: Redundancy related enquiries surge 160%Conciliation service Acas has experienced a marked increase in calls to its helpline on the subject of redundancy during the…
CoStarredfinRentPathResidential Real Estate The deal ends an otherwise tumultuous 14 months for RentPath. The company filed for Chapter 11 bankruptcy in late February 2020. That same month, CoStar founder and CEO Andrew Florance announced his firm’s plan to purchase RentPath for $587.5 million. But the deal drew scrutiny from the Federal Trade Commission, which sued to block it late last year on the grounds of unfair competition.In December, RentPath pulled out of the agreement, prompting a standoff between the two companies over a $60 million break-up fee. In March, a Delaware bankruptcy court ruled that CoStar would have to pay $52 million of that fee.[Inman] — Keith Larsen Share via Shortlink Tags Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Redfin CEO Glenn Kelman and RentPath CEO Dhiren Fonseca (Redfin, Rentpath, iStock)It’s official: Redfin has finalized its purchase of RentPath for $608 million in cash, expanding the brokerage’s presence in the rental market.The acquisition gives Redfin control of RentPath’s subsidiaries, including Apartment Guide, Rentals.com and Rents.com, Inman reported. Redfin CEO Glenn Kelman said that listings from those platforms will appear on the brokerage’s website by 2022, according to the report. The deal closed in 42 days rather than the anticipated 90.“[W]e can’t wait to tell RentPath’s property-management customers, who were once uncertain about the company’s future, about our big plans to double our audience of people seeking a home to rent,” Kelman said, according to Inman.The deal will expand Redfin’s audience significantly. Its platform had 39 million average monthly visitors in 2020, while RentPath said it had 16 million monthly viewers combined.ADVERTISEMENTRead moreRedfin to buy rentpath for $608M Costar fights $60M break up fee after scuttled rentpath deal Costar acquires troubled rental listings firm for $588M
The inter- and intra-annual variation in milk composition in Antarctic fur seals (Arctocephalus gazella) was investigated over three consecutive lactation periods (1990-1992) at Bird Island, South Georgia, which included one period of low food availability. One hundred and ninety-two milk samples were collected from 154 individuals. The mean milk composition was 40.5% ± 0.5% lipid, 10.4% ± 0.2% protein, 44.8% ± 0.6% water, 0.133% ± 0.0059% carbohydrate, and 0.694% ± 0.125% ash. Lipids contributed most (> 70%) of the gross energy of the milk. Water content could be used to predict lipid (r² = 0.83) and protein (r² = 0.13) content, but it could be used to predict gross energy content with the greatest accuracy of all (r² = 0.97). Stage of lactation, maternal mass, and year of sampling accounted for 27% of the observed variability in gross energy content. Following the perinatal period, milk lipid and gross energy content increased throughout lactation in all years, whereas water content decreased. Protein content decreased throughout lactation in 1990 but increased in the following 2 yr. Milk lipid and protein content decreased by as much as 14% and 5%, respectively, during each 1-2-d lactation bout. Minor, though significant, variation was found between the composition of milk collected from different mammae within individuals. The changes in composition observed both within and between lactation periods, and the level of inter- and intraindividual variation, emphasize the need for extensive sampling in order to describe adequately milk composition in otariids.
The seven star flying squid Martialia hyadesi is an oceanic slope ommastrephid with a circumpolar distribution associated with the Antarctic Polar Frontal Zone (APFZ) and is a minor, variable catch in the South Atlantic Illex argentinus fishery. There have been occasional unusually large catches of M. hyadesi, the latest being in 1995. Because of the importance of understanding the influence of the physical environment on fisheries for oceanic squid, and interest in developing a new fishery for M. hyadesi in the CCAMLR area, we examined specimens and data from the 1995 season and analysed 10 yr fisheries and remotely sensed oceanographic data sets from the area. The 1995 data show that M. hyadesi remains in the cool APFZ waters of the Falkland Current where it preys on oceanic fish and crustaceans and its distribution rarely extends over the Patagonian Shelf. The squid exploited by the fishery in 1995 were 6 to 12 mo old; females were immature but some males were fully mature. A remotely sensed sea surface temperature (SST) image revealed mesoscale features at the shelf break front between Patagonian Shelf water and APFZ water where the squid were caught. The appearance of M. hyadesi in the fishery over the last decade, including 1995, has been related to SST anomalies. Teleconnections probably exist between these anomalies, El Niño/Southern Oscillation (ENSO) events in the Pacific and sub-decadal oceanographic instability in the Antarctic. Squid are short-lived and populations are likely to be able to respond rapidly to environmental change. However, it is not clear at what stage in the life cycle of M. hyadesi these oceanographic events exert their effect. We propose 2 alternative, but not mutually exclusive, hypotheses. Warm events prior to the appearance of M. hyadesi may favour reproductive success of the parent generation giving rise to a strong recruitment, or alternatively this cool water species may extend its range to the edge of the Patagonian Shelf early in the development of cold oceanographic events. In either case oceanographic effects are probably mediated via the squid’s prey.
The increasing need for continuous monitoring of the world oceans has stimulated the development of a range of autonomous sampling platforms. One novel addition to these approaches is a small, relatively inexpensive data-relaying device that can be deployed on marine mammals to provide vertical oceanographic profiles throughout the upper 2000 m of the water column. When an animal dives, the CTD-Satellite Relay Data Logger (CTD-SRDL) records vertical profiles of temperature, conductivity and pressure. Data are compressed once the animal returns to the surface where it is located by, and relays data to, the Argos satellite system. The technical challenges met in the design of the CTD-SRDL are the maximising of energy efficiency and minimising size, whilst simultaneously maintaining the reliability of an instrument that cannot be recovered and is required to survive its lifetime attached to a marine mammal. The CTD-SRDLs record temperature and salinity with an accuracy of better than 0.005 degrees C and 0.02 respectively. However, due to the limited availability of reference data, real-time data from remote places are often associated with slightly higher errors. The potential to collect large numbers of profiles cost-effectively makes data collection using CTD-SRDL technology particularly beneficial in regions where traditional oceanographic measurements are scarce or even absent. Depending on the CTD-SRDL configuration, it is possible to sample and transmit hydrographic profiles on a daily basis, providing valuable and often unique information for a real-time ocean observing system.
Three new species of Sericosura (Pycnogonida: Ammotheidae) are described from recently discovered hydrothermal vents inthe East Scotia Ridge, Southern Ocean: Sericosura bamberi sp. nov., S. dimorpha sp. nov. and S. curva sp. nov. The eleven species known to date in the genus Sericosura are all inhabitants of chemosynthetic environments in different oceans around the world.Morphology and preliminary DNA data from the COI locus suggest the East Scotia Ridge pycnogonids have relativelyclose evolutionary affinities with species known from the East Pacific Rise and the Mid-Atlantic Ridge. This finding highlights the importance of Sericosura as a characteristic taxon of hydrothermal vents and the great potential of this genus for global scale ecological and evolutionary studies of hydrothermal vents fauna.The use of pycnogonid DNA data combined with recent models explaining biogeographic provinces along the mid-oceanridge system should prove extremely useful to understanding the patterns of diversification of endemic fauna fromchemosynthetic environments and from the deep-sea in general.