Training on Mentoring, the Supervisor’s Educational Function

| Written by CSWCD

Rationale

In any organization, the supervisor has a valuable role in its operations.   S/he has three main functions:  administrative, supportive and educational.  In performing his/her administrative responsibilities, s/he provides the needed direction in the day to day activities of his/her supervisees.  Supportive duties revolve around enhancing and sustaining the motivation of the members his/her staff to give their best in the execution of their work.  Most importantly, his/her educational or mentoring role involves developing his/her supervisees to be better persons as well as employees.

Discussions with development workers revealed that many supervisors have inadvertently neglected their mentoring function due to their being understaffed or being saddled with a number of additional assignments.  Their attention has been caught up with the day to day operational concerns.  As a result, direct service workers lose their motivation and initiative to meet the challenges of their work, so to speak.  They tend to perform their responsibilities mechanically, contributing to the disempowerment of the clients or partners whom they serve.  Although one would expect a staff to be self propelling and creative, the supervisor has the obligation to provide the needed guidance and opportunities for staff development.

It is for this reason that a training course to enhance the capability of the supervisors to perform their educational/mentoring function was conceived.   This is part of the service that the Research and Extension for Development Office of the UP College of Social Work and Community Development (REDO, UP CSWCD) extends to its partners.  In this activity, the Office seeks to enable the participants to reflect on their performance in upgrading their supervisees’ capabilities and develop alternative avenues to ensure the advancement of their supervisees’ KAS.

This training is open to supervisors who may feel the need to enhance their knowledge, attitudes, and skill (KAS) in this subject area.  They may come fro government and non government organizations from any field of endeavor.

Objectives of the Training

This training was conceived to enhance the knowledge, attitude and skills of the participants in providing the necessary support to improve the performance of their supervisees.  It hopes to make them proactive in intervening when there are performance gaps among their supervisees and systematically and purposively providing opportunities for growth in their work.

Specifically, it hopes to enable the participants to:

  1. Expound on the various concepts related to supervision;
  2. Elaborate on the purpose, principles, and functions of supervision;
  3. Identify the problems and issues that they encountered, more particularly in performing their mentoring function;
  4. Explain the importance of communication in supervision;
  5. Present a mentoring framework in supervision;
  6. Enumerate certain strategies in supervising staff;
  7. Elucidate on the process of mentoring using the Job Discrepancy Model (JDM); and
  8. Prepare a six months plan for mentoring one’s own staff.