Supervision is not just the way a manager plans, leads and coordinates work, it’s also important to minimise misconduct risks. Why? Because it reduces opportunities for motivated individuals to engage in misconduct in their daily duties.
Ineffective oversight by managers and supervisors especially when coupled with weaknesses in other internal systems and controls presents real integrity risks for public authorities. This has been documented over the years in several reports of Australian anti-corruption agencies including WA’s own Corruption and Crime Commission.
While we should all approach management from a foundation of trust, this does not remove the need for active oversight and effective supervision. Trust can be abused. The Independent Commissioner Against Corruption in South Australia last year warned against the ‘trusted insider’ who abuses their authority. The Commissioner asserted that trusted insiders who engage in misconduct and corruption often have long periods of loyal service which in turn generates organisational trust. As a result, controls and protections are sometimes relaxed and these officers are typically granted greater access to business processes. Excessive trust can blind a public authority to impropriety.
Managers and supervisors should be alert to ‘red flags' which may require a closer look. These may include staff who:
- avoid taking leave
- work excessive hours
- react poorly when questioned to avoid further scrutiny
- avoid sharing duties, refuse to train other staff or do not delegate responsibilities
- habitually cut corners on policy and process requirements.
For leaders, the good news is that effective supervisory skills can be taught and built. Effective managers proactively supervise by:
- knowing and understanding the management and monitoring tools available to them including performance management and substandard performance processes, and disciplinary and reporting processes
- being consistent and clear about expectations, how they align with values and policies, and not shying away from difficult conversations about performance and integrity
- trusting their team but still fulfilling their obligations by monitoring work performance and integrity requirements, and following up on any concerns
- taking consistent, appropriate and proportionate action to deal with issues
- creating safe places where staff can challenge the status quo by speaking up.
Effective supervision can have a big impact on the performance and integrity of teams and help to detect and prevent misconduct in authorities.
Print this page
