Standards for child and youth development programs
Child and Youth Development Human Resources (CYD-HR) 7: Supervision and Performance Review
The program has a system for supervision and performance review that holds both supervisors and supervised personnel accountable for performance and promotes personnel development, performance improvement, and positive outcomes.
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Note:See CYD-HR 6.01 for more information regarding observations, which will often be conducted by supervisors. See CYD-HR 6.03 for more information regarding the support and opportunities that can help personnel meet goals and improve performance.
Regarding element (e), when teaching staff in early childhood education programs suffer from depression, stress, or low energy, they may have difficulty forming secure attachments with the children in their care which can reduce the teaching staff’s ability to positively influence developmental outcomes.
When assigning supervisory responsibilities, the program considers:
the qualifications of the supervisor and the personnel he or she will support; and
other work responsibilities, and the amount of time the supervisor will have to support personnel.
COA recommends that generally supervisory ratios should not exceed 1:8 full-time equivalents (FTE).
Personnel are provided with written performance reviews developed through a standardized process that:
is conducted at regular intervals;
assesses job performance;
provides constructive feedback;
emphasizes self-development and professional growth; and
supports active participation by both supervisors and personnel.
Performance reviews should be based on clearly-defined expectations and take into account specific responsibilities defined in the job description, as well as strengths and goals identified during both routine observations and the most recent performance review. Reviews should include comments based on the supervisor's observation of personnel performance. Personnel should also have the opportunity to sign, obtain copies of, and provide comments on performance reviews.
When determining timelines for performance reviews, the program may consider the qualifications and experience of personnel and supervisors. Timelines should be communicated to staff and clearly stated in the program’s policies, procedures, and/or employee manual.