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This standard relates to your role in supporting and developing your team, investing in them to help support their learning and development.

Managers, regardless of how knowledgeable and experienced they are, need an effective, motivated and well-trained team behind them. Within adult social care, this is particularly important as you can’t be everywhere at once and you need to be able to rely on your team to help the people you support. That process begins at recruitment, understanding and applying the principles of “safe and fair” and “values-based” recruitment to ensure that you are getting the best people for your team.

This standard speaks to the need to be able to form and develop a team, recognising the value of including those receiving support and their families, and supporting the team’s development into an effective and motivated group with person-centred care at the heart of what they do. You need to be aware of what learning the team needs to build upon their strengths and work towards eliminating their weaknesses. Appropriate supervision also needs to be given so that you and your supervisee’s can work together to improve and develop, so their wellbeing is protected, and they’re supported to thrive in their role. Understanding that no one is going to be in a role forever is also important so that individuals can be supported to develop, so when the time comes, there is already a natural successor available who has many of the skills and knowledge they will need to move up into the vacant role.

Leadership Qualities Framework links:

  • Demonstrating personal qualities - Continual personal development
  • Working with others - Building and maintaining relationships/ Encouraging contribution/ Working with teams
  • Setting direction - Managing resources/ Managing people/ Managing performance


2.1 Team Leadership and Management

  • 2.1.1 Identify the different stages and cycles within team development
  • 2.1.2 Describe the key features of effective team leadership
  • 2.1.3 Describe ways to support, manage and evaluate your team’s performance
  • 2.1.4 Describe strategies and tools to reduce your team’s stress levels and enhance their wellbeing, including the safety of lone workers
  • 2.1.5 Explain why the people you support and those important to them are important members of your team, and how you can support them in this role




2.2 Team learning and development

  • 2.2.1 Describe the differences between required learning and continuous professional development in relation to your team
  • 2.2.2 Explain why it is important to ensure that each member of your team has a professional development plan that meets their personal objectives, aspirations and learning style
  • 2.2.3 Explain the importance of literacy, numeracy and digital skills in a range of roles within your service
  • 2.2.4 Describe your role in supporting others to assess and develop their literacy, numeracy and digital skills in relation to their work
  • 2.2.5 Identify the resources available to you to support learning and professional development within your team




2.3 Supervision

  • 2.3.1 Explain the principles, scope and purpose of professional supervision in adult care
  • 2.3.2 Describe how you should plan and review objectives with your team in supervision
  • 2.3.3 Identify ways to achieve equal participation between you and your supervisee in supervision
  • 2.3.4 Identify how you could use supervision to enhance your supervisee’s performance and meet their aspirations




2.4 Recruitment and employment practices

  • 2.4.1 Describe what is meant by ‘safe and fair recruitment’, and why this is important
  • 2.4.2 Explain what is meant by ‘values-based recruitment’ and how it can support the recruitment and retention of your staff
  • 2.4.3 Describe your own role within the recruitment, selection and induction processes within your organisation
  • 2.4.4 Describe how staffing practices can:
    • impact on staff members
    • impact on people needing care and support
  • 2.4.5 Describe the importance of ensuring employment practices are free from discrimination and harassment
  • 2.4.6 Define the formal and informal conduct and performance management procedures within your organisation, and your role within them
  • 2.4.7 Define the discipline and grievance procedures in your organisation and your role within them