Staff Supervision, Training, and Development Policy and Procedure

1. Governance

1.1. This is the Staff Supervision, Training, and Development Policy and Procedure for The Good Place Home Care Services Limited.

1.2. The Good Place Home Care Services Limited will be referred to in this document as "The Good Place Home Care Services Limited","The Good Place","We","Us", or "Our".

1.3. Our registered address is: 186 Wetmore Road, Burton-on-Trent, Staffordshire, DE14 1QZ.

1.4. We can be contacted by:-

• a. Telephone: 01283 296 337
• b. Email: [protected:ahello][protected:athegoodplace.care]
• c. Post: The Good Place, 186 Wetmore Road, Burton-on-Trent, Staffordshire, DE14 1QZ

1.5. Words importing one gender include all genders, and words in the singular include the plural and vice versa, unless the context requires otherwise.

1.6. Document control sheet:-

2. Purpose

2.1. To establish clear procedures for the supervision, training, and ongoing development of all employees.

2.2. To ensure that we fulfil the legal and regulatory responsibilities.

2.3. To support us to meet, and be able to evidence compliance with, the following CQC Single Assessment Framework quality statements:-

3. Scope

3.1. This policy applies to every staff member within The Good Place, including care & support workers, team leaders, and managers.

4. Policy Statement

4.1. At The Good Place, we believe that our employees are the foundation of the high-quality domiciliary care services we provide. Their competence, confidence, and commitment to personal and professional growth directly impact the well-being of the individuals we support. This policy sets out our approach to staff supervision, training, and development, ensuring that all employees have the skills, knowledge, and support needed to deliver exceptional care.

4.2. This policy aligns with Regulation 17 (Good governance), Regulation 18 (Staffing) and Regulation 19 (Fit and Proper Persons Employed) and is mapped to key CQC Single Assessment Framework quality statements, including Safe and effective staffing, Learning culture, Medication optimisation and Governance, management and sustainability. It explains how The Good Place assures competence and ongoing development so people consistently receive safe, effective, person-centred care.

4.3. Our approach ensures that all staff are equipped with the necessary skills and knowledge from the outset of their employment and that they receive ongoing training and support to keep their expertise up to date. By fostering a culture of continuous learning, we create an environment where employees feel valued, supported, and empowered to provide the highest standard of care.

5. Staff Induction and Initial Training

5.1. All new employees undergo a structured induction programme to familiarise them with The Good Place, its policies, procedures, and the expectations of their role. The induction process is designed in line with the Care Certificate Standards, which provide a fundamental benchmark for new health and social care workers.

5.2. During the first few weeks of employment, staff receive mandatory training in key areas, including but not limited to:-

• a. Safeguarding Adults – Employees are trained to recognise and report concerns in line with Regulation 13 – Safeguarding Service Users from Abuse and Improper Treatment.
• b. Health and Safety – All employees learn about risk assessments, infection prevention, and safe working practices in compliance with Regulation 12 – Safe Care and Treatment.

• c. Duty of Candour – Staff understand when and how to apply Regulation 20 and how leaders support open, honest communication following notifiable safety incidents.
• d. Learning Disability and Autism – Completion of the Oliver McGowan Mandatory Training (Tier 1 or Tier 2, and level appropriate to role and responsibility) with records kept of achievement and refreshers, in line with the statutory code of practice.
• e. Accessible Information Standard (AIS) – Staff know how to identify, record, flag, share and meet people’s information and communication needs (e.g., formats, communication support) where NHS or publicly funded adult social care applies, and we reflect AIS principles in all our communication practices.
• f. Data protection, information governance and cyber security – Including UK GDPR basics and (where we process or access NHS data) compliance with the Data Security and Protection Toolkit and the National Data Opt-out.

• g. Moving and Handling – Practical training ensures staff understand safe techniques to assist individuals with mobility needs while reducing injury risks.
• h. Medication support and administration – Where applicable, employees receive training and observed competency sign-off before providing medication support, with periodic reassessment thereafter, in line with our Medication Management & Administration Policy and Procedure and applicable legislation.
• i. Dementia, Mental Capacity and Liberty – Training covers person-centred support, assessing capacity, best-interest decision-making, and protecting people’s liberty in line with current law (including the Mental Capacity Act 2005 and Deprivation of Liberty Safeguards (DoLS)). If replacement statutory schemes such as Liberty Protection Safeguards (LPS) are implemented in future, we will update our training content and policy accordingly.

5.3. The induction period is closely monitored, with assessments conducted to ensure that each new employee demonstrates competence before they begin providing care independently.

5.4. Induction includes observed practice in the field, reflective debriefs, and a documented sign-off of competence for each task that could affect safety (for example, medication support, moving and handling, and delegated healthcare activities).

5.5. For domiciliary care staff, induction includes route orientation, lone working arrangements, use of electronic visit monitoring systems (where used), safe travel between visits, and local emergency procedures.

5.6. Pre-Employment Induction Preparation

5.6.1. Before induction begins, we conduct thorough pre-employment checks in line with Regulation 19 (Fit and proper persons employed), including:-

• a. Enhanced Disclosure and Barring Service (DBS) checks and, where applicable, use of the DBS Update Service.
• b. Verification of identity and right to work in the UK.
• c. Reference checks from previous employers, including the most recent health and social care employer where applicable.
• d. Health declarations and, where indicated, occupational health assessments.

5.6.2. Ongoing suitability is monitored through supervision, appraisal, incident/ complaint reviews, and (where relevant) periodic renewal or checking of DBS status.

5.6.3. These checks ensure that staff meet the requirements for working in health and social care settings.

5.6.4. New employees receive a welcome pack that includes:-

• a. Company values and mission statement.
• b. Employee handbook.
• c. Induction schedule.
• d. Essential policies and procedures.

5.6.5. This helps staff prepare for their first day and understand what to expect during the induction process.

5.7. Onboarding and Orientation

5.7.1. On their first day, new staff participate in a comprehensive orientation session covering:-

• a. Introduction to the company’s history, mission, and values.
• b. Overview of company policies, including safeguarding, confidentiality, and health and safety.
• c. Workplace tour, including emergency exits, first aid stations, and welfare facilities.
• d. Introduction to key staff members and team leaders.

5.7.2. New employees are also introduced to:-

• a. Electronic care management systems.
• b. Record-keeping and documentation procedures.
• c. Communication channels and reporting structures.

5.8. Care Certificate

5.8.1. New care staff, where applicable, must complete the Care Certificate within the first 12 weeks of employment. This includes 16 standards covering essential skills and knowledge, evidenced through direct observation, knowledge checks and reflective accounts (see Standard Training Matrix below). Supervisors sign off each standard only when competence has been demonstrated in practice.

6. Ongoing Training and Professional Development

6.1. Continuous training is essential to maintaining high standards of care. The Good Place maintains a live training matrix and records of competence (not just attendance). Standard refresher frequencies are shown in the training matrix and may be adjusted by role and risk (for example, shorter intervals where needs are complex or where concerns have been identified). We follow our clinical governance plan; for example, periodic reassessment for medication support and moving and handling, and immediate refreshers when practice gaps are identified.

6.2. At least annually, and when people’s needs or services change, we complete a training needs analysis (TNA) covering all roles. This TNA is informed by safeguarding and incident trends, audits, supervision findings, changes in legislation or guidance, and feedback from people using the service and staff. We use it to produce an annual training plan which supplements the Standard Training Matrix.

6.3. We encourage and, where funding and availability allow, support progression routes. This includes supporting staff to complete the new Level 2 Adult Social Care Certificate (transferable qualification) and, where appropriate, higher diplomas/apprenticeships. Recognition of prior learning is applied to avoid unnecessary repeat assessment.

6.4. We encourage all staff to pursue further qualifications, such as NVQs or Diplomas in Health and Social Care, and offer financial support or study leave for those undertaking additional learning. By investing in our employees’ professional growth, we improve staff retention, motivation, and the overall quality of care provided.

6.5. Where healthcare tasks are delegated to care workers (for example, blood glucose monitoring or supporting insulin administration), we follow national guiding principles:-

• a. Documented decision-making;
• b. Training by a competent clinician;
• c. Competency assessment;
• d. Clear care plans; and
• e. Ongoing supervision/ review.

6.6. We follow relevant national guidance on delegation in health and social care (for example, NHS England and professional regulators’ guidance on delegation and accountability) and work in partnership with community nurses and other healthcare professionals when tasks are delegated.

6.7. Where we work as part of an integrated care system or wider health and social care partnerships, our training and supervision arrangements support effective joint working (for example, consistent approaches to delegated healthcare tasks, communication, escalation of concerns, and shared care planning).

6.8. Staff must not perform delegated tasks until they are individually signed off as competent.

7. Supervision and Performance Monitoring

7.1. Regular supervision is a key part of our approach to staff support and professional development. Supervision sessions are held at least every 3 months for all care staff, with more frequent meetings arranged if needed. We promote psychological safety so that staff can raise concerns and reflect honestly on practice without fear of unfair blame. Supervision includes regular observed practice/ spot checks in people’s homes and reflective learning following incidents, complaints or near misses (linking to Duty of Candour where applicable).

7.2. Supervision and appraisal are key mechanisms through which we demonstrate a positive learning culture, support freedom to speak up, and assure governance, management and sustainability under the CQC Single Assessment Framework.

7.3. Supervisors receive training in effective supervision, feedback and coaching. These sessions provide a structured opportunity for employees to reflect on their practice, discuss challenges, and receive constructive feedback from their supervisors.

7.4. Supervision meetings cover a range of topics, including:-

• a. Performance feedback and recognition of achievements.
• b. Discussion of any concerns, including safeguarding issues or work-related stress.
• c. Support with personal development goals and career progression.
• d. Identification of any additional training needs.
• e. Review of observed practice findings (including any medication errors or moving and handling issues) and agreed actions to sustain safe practice.
• f. Opportunities for staff to raise concerns, including about safety, quality, discrimination or bullying, and to be signposted to our Raising Concerns, Freedom to Speak Up and Whistleblowing Policy and Procedure.

7.5. In addition to one-on-one supervision, we conduct annual performance appraisals, where employees and their managers set development goals and review progress over the past year. These appraisals ensure that staff are meeting the necessary standards while identifying areas where they may need further training or support.

7.6. All supervision sessions, observed practice/ spot checks and annual appraisals are documented, with agreed actions, timescales and responsibilities. Progress against actions is reviewed at subsequent supervision meetings.

8. Mentorship and Peer Support

8.1. To strengthen learning and support networks within the organisation, we operate a mentorship programme, pairing new or less experienced employees with experienced mentors. Mentors provide guidance, share best practices, and offer reassurance during the early stages of employment or when staff transition into new roles.

8.2. Peer support groups are also encouraged, allowing staff to discuss challenges and share knowledge with colleagues in a supportive environment. This approach fosters a strong team culture where employees feel valued and engaged.

8.3. We also run structured reflective practice groups (peer supervision) aligned to the Single Assessment Framework’s learning culture, promoting continuous improvement and psychological safety.

9. Leadership Development and Career Progression

9.1. For employees aspiring to progress into senior roles, we provide leadership development opportunities. This includes:-

• a. Advanced training in management and leadership skills to prepare employees for team leader or managerial positions.
• b. Opportunities for shadowing experienced managers to gain first-hand insights into leadership responsibilities.
• c. Access to accredited leadership courses and qualifications (for example, Level 3 and Level 5 Leadership and Management in Health and Social Care) to enhance career progression.
• d. Access to development aligned with the Single Assessment Framework’s Well-led expectations (e.g., inclusive leadership, quality improvement methods, and using feedback and data to drive learning).

9.2. Our approach ensures that we develop future leaders from within, creating a workforce that is both skilled and motivated.

10. Support for Employee Well-being

10.1. We recognise that working in domiciliary care can be physically and emotionally demanding. To support our staff, we offer:-

• a. Employee Assistance Programmes, providing confidential counselling and mental health support.
• b. Regular well-being check-ins, particularly for employees managing stressful situations.
• c. Flexible working arrangements, where possible, to promote a healthy work-life balance.
• d. Reasonable adjustments and inclusive communication training so leaders can meet staff members’ needs (e.g., neurodiversity, sensory loss) and so that supervision, appraisal and training are accessible to all staff. This training also supports staff to comply with the Accessible Information Standard when communicating with people who use services.

10.2. By prioritising staff well-being, we help maintain a happy and resilient workforce, which in turn leads to better outcomes for people who use our service and supports the CQC Single Assessment Framework quality statements on Workforce wellbeing and enablement and Equity in experiences and outcomes.

11. Compliance

11.1. Managers must maintain accurate, up-to-date training and competency records (including induction sign-offs, refreshers, observations and delegated healthcare task competencies) and act immediately on learning from incidents, complaints and feedback. These records are analysed for trends (for example, repeated medication errors, missed refresher deadlines, supervision gaps) and used to drive targeted improvement actions. Findings are reviewed regularly through our quality assurance processes and reported to leadership, in line with Regulation 17 (Good governance) and the Single Assessment Framework expectations for Governance, management and sustainability and Learning culture.

12. Standard Training Matrix

12.1. Table key:-

• a. F2F = Face to Face;
• b. E = E-learning;
• c. CC = Care Certificate (Mandatory);
• d. O = Optional;
• e. M = Mandatory;
• f. SS = Mandatory (only where the service & staff are actively supporting such activity);