Human Resources Supervision and Reflective Practice
You hold everyone else.
Who holds you?
HR Supervision and Reflective Practice: confidential sessions for HR practitioners, sole practitioners and people leaders. Individual, one to one.
Modelled on the clinical supervision model, adapted for the work you actually do.
Why this exists
HR is the only profession expected to absorb everything and process it alone.
Social workers have supervision. Psychologists have supervision. Clinicians have supervision. It is built into how those professions work, because carrying other people's difficulty without a place to put it down is known to be unsustainable.
HR carries much the same weight. The investigations, the redundancies, the things you cannot tell your colleagues, the ethical grey areas where there is no clean answer and you have to pick one anyway. And then you go to the next meeting.
You give everyone else reflective support. This is you getting the same thing.
Your wellbeing matters too.
Clarifying expectations
What supervision is, and what it is not.
It is
-
A confidential, regular space that is yours
-
A place to think out loud about a real situation confidentially and without consequence
-
Reflective practice, so you learn from the work rather than only survive it
-
A check on your own judgement in ethical grey areas
-
Somewhere to notice the toll the work is taking, before it becomes a problem
-
A space focused on your wellbeing
It is not
-
Line management, and I do not report back to your employer
-
Therapy or counselling
-
Technical HR advice, though I know the technical work well
-
Performance management by another name
-
A place where you have to have an answer ready
-
Group based where you might be concerned about things being shared.
Who it suits
Built for practitioners navigating the
tough calls.
Sole HR practitioners
You are the whole HR function. There is nobody down the corridor to sense check a decision with, and the people you would normally ask are the people the decision is about, or they do not have the expertise needed.
HR leaders and Heads of People
Your team brings their difficulty to you. You have nowhere to take yours, because taking it to the executive changes the conversation.
HR consultants and contractors
You move between organisations, absorb each one's culture, and carry all of it without a home base or a professional peer group.
Why me?
Trained for this, and am still doing the work.
I am a coach qualified through the Institute of Executive Coaching and Leadership at Level 2, and I have since completed clinical supervision training. Supervision is its own discipline with its own skill set, so I went and learnt it rather than assuming coaching experience would cover it.
I have been a sole practitioner. I have led HR teams in complex organisations.
I also still practise HR. I do the investigations, the restructures and the difficult conversations, which means you will not have to explain the context of your work to me before we can get to the substance of it.
Regular, confidential, and shaped
around you.
Format
One to one, virtual or in person (Sydney).
Individual supervision is the default.
Rhythm
Monthly is the usual cadence in supervision, we meet in the cadence you prefer.
Confidentiality
A Code of Ethics binds me in my work, and confidentiality is a core component. It's the baseline.
TESTIMONIAL
There's no testimonial, it's that confidential!
I do seek feedback from supervision clients and to date it has been 10/10.