For information and reference only – not to be submitted as your own work. This is a model extract prepared to show structure, depth and referencing. Your project must reflect your own chosen workplace, your own budget figures and your own recorded videos, and must follow your centre’s academic integrity rules. The organisation, figures and staffing below are fictional and illustrative.

What this sample covers

The 6N4329 Supervisory Management project (40 per cent of the module, QQI Level 6) combines a 1,500-word report, three videos of up to seven minutes each, a sample budget and a staff evaluation form. This extract follows the real brief and shows how a learner could handle the written report, Appendix 1 and Appendix 2 for a healthcare setting. The videos are not reproduced because they are your own recorded performance; a short talking-points outline is included instead.

Read the full task wording on the 6N4329 Supervisory Management QQI Level 6 Project question page and the planning advice in our guide to scripting the three project videos.

Scenario used in this model answer

Willow Court Community Care is a fictional 40-bed nursing home in the Irish midlands, staffed by 46 people across care, catering, household and administration. The supervisory manager is the Care Team Supervisor, responsible for a team of 14 healthcare assistants and reporting to the Director of Nursing.

Extract 1 – Introduction and background (5 marks)

Supervisory management is the day-to-day direction of a team so that the organisation’s standards are met in practice. At Willow Court, the supervisor sits between the Director of Nursing, who sets clinical policy, and the healthcare assistants who deliver care. The role covers rostering, induction, record-keeping, handling incidents, coaching and escalating problems that exceed the supervisor’s authority.

The duties draw on the home’s policies (safeguarding, infection control, complaints, data protection) and on the services residents receive: personal care, medication support, nutrition and activities. Each duty is regulated, so supervision here is a compliance function as well as a people function (HIQA, 2016).

Extract 2 – Responsibilities and industry standards (15 marks)

The table links each core responsibility to the standard that governs it.

Standards shape behaviour in a concrete way. When a resident’s family raises a concern, the supervisor does not improvise: the complaints policy sets timelines, a record is made, and the Director of Nursing is informed. That predictability protects residents and gives staff a clear line to follow, which supports the relationship between supervisor and team.

Extract 3 – Recruitment and workforce planning (10 marks)

The main challenge is retention, not hiring. Shift work, emotionally demanding care and limited promotion routes push turnover up. Strategies a supervisor controls include a buddy system in the first month, predictable rosters where possible, recognition at team meetings and a development conversation at six months (Armstrong and Taylor, 2020).

Want guidance on your own version? Our experts can explain how to structure the report for your workplace scenario; you can submit your brief for a quote, and support is academic guidance only.

Extract 4 – Operational procedure and record-keeping (10 marks)

Sample procedure: shift handover communication

1. Outgoing and incoming staff meet at the nurses’ station ten minutes before the shift change.
2. The outgoing lead follows the written handover sheet: residents’ changes in condition, falls, refusals of care, appointments.
3. The incoming lead repeats back any action required and signs the sheet.
4. The supervisor reviews the sheet at 10:00 and escalates unresolved items to the nurse in charge.
5. Completed sheets are scanned to the care record within 24 hours; paper copies go to the locked archive.

Records are completed at the time of care, in black ink or on the electronic system, signed and dated. They are stored securely, accessed on a need-to-know basis and retained in line with the data protection policy (Government of Ireland, 2018).

Extract 5 – Training and development (10 marks)

For a 30-minute manual handling refresher, the supervisor uses a demonstration hoist, a short slide set and a competency checklist. Learners practise in pairs, the supervisor observes and signs off each competency. Ongoing development is planned through a training matrix that tracks mandatory courses and personal goals. The effect of training is judged against Kirkpatrick and Kirkpatrick’s (2006) four levels: reaction, learning, behaviour and results, for example a fall in manual handling incidents over the following quarter.

Extract 6 – Staff evaluation and performance management (5 marks)

Two strategies suit a care team. First, clear and measurable objectives, because goals that are specific and challenging improve performance when staff accept them and receive feedback (Locke and Latham, 2002). Second, regular one-to-one coaching: a fifteen-minute monthly conversation, rather than a once-a-year review. In a real situation, a supervisor who notices late completion of care notes would set a target (notes completed before the end of each shift), observe for four weeks, and review the result with the staff member.

Extract 7 – Conclusions and recommendations (5 marks)

The analysis shows that effective supervision depends on three habits: working to the standards, planning people and money in advance, and giving feedback early. It is recommended that Willow Court adopts the handover procedure across all units, ring-fences a training budget with a contingency line and moves from annual to quarterly appraisals. Reflecting on the role, the supervisor’s credibility comes from consistency between what is said and what is done on the floor.

Appendix 1 – Sample budget (5 marks) – illustrative figures

The contingency is set at ten per cent of planned spend and released only with the Director of Nursing’s approval.

Appendix 2 – Staff evaluation form (5 marks)

Rating scale: 1 = needs significant improvement, 3 = meets expectations, 5 = consistently exceeds expectations.

Feedback section: strengths observed; areas to improve; employee’s own comments.

Development and action plan: objective, support required, deadline, review date, signatures of staff member and supervisor.

Video talking points (outline only)

• Video 1: introduce Willow Court, the supervisor’s role, two standards and one decision they shaped.
• Video 2: walk through the handover procedure, then explain why the budget carries a ten per cent contingency.
• Video 3: outline the manual handling session, show how the evaluation form is used and describe a feedback conversation.

Our guides on QQI assignment help and the earlier 6N4329 supervisory management assignment answers cover the older continuous-assessment version of this module. To discuss your own project, send us your brief and we will explain how to approach it. Support is academic guidance and model answers; you remain responsible for your submission.

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References

• Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th edn. London: Kogan Page.
• European Union (2016) Regulation (EU) 2016/679 (General Data Protection Regulation). Official Journal of the European Union, L119.
• Government of Ireland (1998) Employment Equality Act 1998. Dublin: Stationery Office.
• Government of Ireland (2005) Safety, Health and Welfare at Work Act 2005. Dublin: Stationery Office.
• Government of Ireland (2018) Data Protection Act 2018. Dublin: Stationery Office.
• Health Information and Quality Authority (2016) National Standards for Residential Care Settings for Older People in Ireland. Dublin: HIQA.
• Kirkpatrick, D.L. and Kirkpatrick, J.D. (2006) Evaluating Training Programs: The Four Levels. 3rd edn. San Francisco: Berrett-Koehler.
• Locke, E.A. and Latham, G.P. (2002) ‘Building a practically useful theory of goal setting and task motivation: a 35-year odyssey’, American Psychologist, 57(9), pp. 705-717.
• Quality and Qualifications Ireland (n.d.) 6N4329 Supervisory Management: Award Specification. Available at: https://qsdocs.qqi.ie/sites/docs/AwardsLibraryPdf/6N4329_AwardSpecifications_English.pdf (Accessed: 20 October 2026).