The Practice of Supervision in Human Service Organizations: A Descriptive Survey of Canadian Practitioners, Supervisors, and Organizational Leaders

Abstract

Workplace-based supervision within human services is an organizational resource with potential to support practitioners, delivery of services, client outcomes, and organizations. However, little is known about the practice of supervision in organizational settings. This paper reports on a cross-sectional, descriptive study that explored supervision in practice within human services in Ontario, Canada ( N = 375). Web-based surveys were completed by frontline practitioners ( n = 263), supervisors ( n = 85), and leaders ( n = 27) employed in human service organizations. Descriptive statistics present a broad picture of supervision, with differences between employee groups highlighted. A third of frontline practitioners reported their supervision encompassed all supervisory functions (i.e., support, administration, professional development, and quality of care). Using the MCSS-26, 46% of practitioners reported their supervision was effective. Findings emphasize the need for dedicated funding, organizational policies, enhanced training, and feedback mechanisms. Addressing these areas may improve the effectiveness of supervision, supporting staff well-being and in turn, client outcomes.