⚕️Care Handbook

Supervision & Appraisal

Supervision and appraisal are essential for ensuring staff competence, supporting wellbeing, and driving continuous improvement in care. Under CQC Regulation 18, providers must ensure that staff receive appropriate support, supervision, and appraisal to carry out their duties effectively.

CQC Expectations

CQC inspectors will look for evidence that supervision and appraisal are taking place regularly, that they are documented, and that they result in actions that improve practice. The CQC Key Question ‘Well-led’ specifically assesses whether “there are clear and effective arrangements for staff supervision and appraisal” and whether “staff are supported to deliver effective care.” A lack of supervision and appraisal will be flagged as a concern and may result in a rating of Requires Improvement or Inadequate.

1

One-to-One Supervision

Regular, protected time between a manager and a staff member to reflect on practice, discuss concerns, and plan development. CQC expects all staff to receive regular supervision.

Key points:

  • Should take place at least 4–6 times per year (every 6–8 weeks)
  • Must be in a private setting where the conversation cannot be overheard
  • Both parties should prepare in advance — agendas should be agreed
  • Should cover: workload review, practice reflection, safeguarding concerns, training needs, wellbeing
  • Records should be kept of discussion points, agreed actions, and follow-up items
  • Supervision is not the same as a 'check-in' or a 'chat' — it should be structured and documented
2

Annual Appraisal

A formal, yearly review of the staff member's overall performance, achievements, and development over the preceding 12 months, with goal-setting for the year ahead.

Key points:

  • Should take place once per year as a minimum
  • Should review performance against objectives set at the previous appraisal
  • Should include self-assessment by the staff member as well as the manager's assessment
  • Should identify achievements, areas for development, and new objectives
  • Should result in a written personal development plan (PDP) for the coming year
  • Should be a two-way conversation — not a top-down assessment
3

Professional Development Planning

An ongoing process of identifying learning needs, planning development activities, and reviewing progress. This links to supervision and appraisal.

Key points:

  • Identify learning needs through supervision, appraisal, incident debriefs, and reflective practice
  • Agree development objectives that are specific, measurable, achievable, relevant, and time-bound (SMART)
  • Plan activities: formal training, e-learning, shadowing, mentoring, conferences, qualifications
  • Record all CPD activities — this is evidence for your appraisal and for any professional registration
  • Review progress regularly through supervision — not just at annual appraisal
  • Consider career progression: Level 2/3/4/5 Diplomas in Health and Social Care, nursing associate pathway, or registered nurse apprenticeship

What Effective Supervision Looks Like

Good supervision is more than just a meeting — it is a structured, supportive process that helps staff develop their skills, reflect on their practice, and address any concerns they may have. Here are the hallmarks of effective supervision:

  • Predictable and regular — scheduled in advance, not cancelled repeatedly, and never rushed
  • Private and uninterrupted — held in a confidential space where the conversation cannot be overheard
  • Two-way — the supervisee should have the opportunity to raise concerns, ask questions, and suggest their own development goals
  • Documented — written records of discussion points, agreed actions, and targets should be kept by both parties
  • Followed up — actions from previous supervision should be reviewed at the next session
  • Supportive, not just monitoring — supervision should focus on development and support, not just performance management