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Can you explain what this grouping exercise means?

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Please use this space to share your thoughts on meaningful subject groupings (for the proposed new structure) AND whats important to you in how you are line managed?

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Please use this space to share your thoughts on meaningful subject groupings (for the proposed new structure) AND whats important to you in how you are line managed?

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It seems some people are already in subject specific teams and really value this, and want to remain as they are. But those who are already in interprofessional teams can also see the value of this.

Line management is about the individual staff member, not the course or profession BUT if the new structure doesn't include SGLs anymore, then field specific line management would have it's benefits.

Equally it would be really useful for staff to be line managed by people who manage the portfolio in which they have most involvement e.g. sim, recruitment, ACP, SCPHN, CMT.

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sorry- the screenshot was posted as a test I think :)

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sorry- the screenshot was posted as a test I think :)

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Some staff also feel it is more important to them that they have a good relationship with their line manager, feel well supported and fairly managed; rather than what profession or course they are aligned to.

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I really value having a close knit team. We have a great team relationship in ACP and it would feel a shame to disrupt it. I'm not keen on the idea of line management for various reasons, and the prospect of potentially peer to peer line management feels a bit strange/uneasy. I'm feel more comfortable with a clear line of seniority.

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I have worked at SHU for 5 years and have had 4 different line managers. I would really value some continuity of support and time to build a professional relationship with a line manager. I personally would prefer to remain with my current line manager who is profession specific. I have experienced interprofessional line management and do not feel it has as many benefits as been managed by a profession specific colleague/manager. 

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I have worked at SHU for 5 years and have had 4 different line managers. I would really value some continuity of support and time to build a professional relationship with a line manager. I personally would prefer to remain with my current line manager who is profession specific. I have experienced interprofessional line management and do not feel it has as many benefits as been managed by a profession specific colleague/manager. 

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Having been line managed twice by a none subject specific individual, I feel that it is imperative that day to day leadership comes from someone on the same part of the register. Especially if you are from one of the smaller professions.

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Having been line managed twice by a none subject specific individual, I feel that it is imperative that day to day leadership comes from someone on the same part of the register. Especially if you are from one of the smaller professions.

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During this time the team had no professional development, their professional issues and concerns related to role specific issues were not understood, therefore not dealt with at a senior level. Neither was there recognition of the specialism of the role or the fact that most of the course could only be taught by members of that part of the register.

Because of this lack of understanding, staff left and were not replaced and a team of 12 quickly became a team of 5. We cannot afford to go back there!

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I agree with the other comments here that building a long term, mutually trusting relationship with your line manager and being in the same specific field is vital to understanding each other, field specific challenges and enables you to be aware of individual circumstances. Changes to line management can be damaging to development and problem solving.

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I think it is important we are line managed by someone within our N&M department. This is to try and ensure feeling part of a smaller team in a large department, to feel as though relevant communications are filtered down to us and to ensure our manager knows our roles and responsibilities. I also think this is far more practical when cover is being arranged etc.

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I think it is important we are line managed by someone within our N&M department. This is to try and ensure feeling part of a smaller team in a large department, to feel as though relevant communications are filtered down to us and to ensure our manager knows our roles and responsibilities. I also think this is far more practical when cover is being arranged etc.

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I'd like to be line managed by someone in the same College (doesn't have to be the same field) but Nursing . It would be beneficial to be line managed by someone of the same field as shared understanding is useful but conversely someone from another Nursing field might bring a new approach from theirs. Either way they need to know how to work AWP, document what i do accurately and be supportive. 

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I'd like to be line managed by someone in the same College (doesn't have to be the same field) but Nursing . It would be beneficial to be line managed by someone of the same field as shared understanding is useful but conversely someone from another Nursing field might bring a new approach from theirs. Either way they need to know how to work AWP, document what i do accurately and be supportive. 

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I agree that having a line manager from your own profession, and indeed your own field of nursing has great value (for all the reasons already mentioned already on this padlet). It also seems to make sense as we are taking steps to increase field specificity for our students (with the introduction of field specific modules and course management structures).

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It would be great to keep our existing line manager where at all possible, whom is profession specific to our group.

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It would be great to keep our existing line manager where at all possible, whom is profession specific to our group.

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I also agree with the many comments made that moving forward this will be an integral area of support and development.

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For me it is important that all line managers follow policy, have appropriate training, have realistic expectations around workload and keep sensible hours/set an example.