This document discusses supervisory skills in the nuclear industry. It provides information on the roles and responsibilities of supervisors, including supervising work to ensure it is done correctly and safely. It outlines important skills for supervisors such as communication, decision making, managing change, and motivating teams. It also discusses what makes a good supervisor, including fostering trust, being supportive and consistent. The document emphasizes that supervisors in the nuclear industry must have technical knowledge relevant to the work being supervised and reinforce standards to ensure work is done properly. Overall it provides guidance on the key responsibilities and skills required of supervisors in the nuclear industry.

1. SUPERVISORY SKILLS
BY NISAR AHMED M(BT)

2. Supervision
• Supervise means “to watch a person or activity
to make certain that everything is done correctly
and safely”.
• Supervisor: A person watching another person
or team performing some activity and makes
ensure that everything is being done correctly
and safely.
• Supervisor in nuclear industry ensures that the
activity is carried out safely and correctly by
reinforcing station standards and expectations

3. Roles of Supervisor
• Demonstrating effective behavior
• Setting Goals
• Decision making
• Managing Change
• Time Management
• Communication Skills
• Effective Meeting Skills
• Motivation
• Delegation
• Training

4. Good Supervisor
• Fosters trust
• Builds people rather than tears them down
• Is supportive
• Is consistent
• Is caring
• Uses time wisely
• Is persistent to their goals
• Is willing to compromise
• Allows as much freedom is possible
• Is creative

5. Quality supervision requires:
• Clear and specific worker objectives
• Awareness of worker’s needs
• Willingness to facilitate the step-by-step
progression of workers
• A willingness to accept the diversity of workers
including differences in viewing the role of
working, differences in motivation, differences in
interest and differences in cultural perspectives.

6. Why are supervisory skills
important?
• Supervisory skills are important because they
are what makes someone qualified to be a leader.
• Many supervisors have a combination of soft
and hard skills that make it possible for them to do
their job well.
• Their soft skills include interpersonal skills that
help them effectively lead their team.

7. Why are supervisory skills
important?
• As a supervisor, you should reflect upon your
interpersonal skills and think about which ones are your
strengths and which ones you should improve.
• By continuing to learn and develop in your role, you can
become an even better supervisor and further your career.
• An effective supervisor needs to possess a certain set of
skills. They should be confident leaders who can successfully
motivate their teams.
• A good supervisor can help a company retain more talent
and create a better work environment for employees of all
levels.

8. 10 important supervisory
skills
• Supervisors need a special set of skills to be
able to effectively lead their team. People are more
likely to respect a confident and personable leader.
• If you are a supervisor or would like to become
one, it's important that you develop your
supervisory skills to be the best leader possible.
• Here are 10 skills every supervisor should have:

9. 10 important supervisory
skills
1. Written and verbal communication
2. Decision-making
3. Interpersonal skills
4. Adaptability
5. Time management
6. Conflict resolution
7. Cooperation
8. Mentorship
9. Positivity
10.Willingness to learn

10. Mentorship
• A supervisor should be someone who can help
their team succeed at work and advance their
careers. Support your team during challenging
situations, and encourage them to work toward
their goals. Offer them advice and guidance when
they need it. Mentorship can go both ways, so give
your team a chance to give you new insights as
well.

11. What is a professional
mentor?
• A mentor is an individual with extensive professional
experience that fosters the development and growth of a less
experienced individual. While a mentor might offer tools, advice
and training, it is up to the mentee to absorb and apply their
teachings on a regular basis. By offering long-term support, a
mentor enables the mentee to grow toward their potential
through challenging tasks, advice and encouragement.
• Mentors and mentees often meet up on a regular basis
(weekly, monthly or as needed). With the help of modern
technology, other mentors and mentees might carry out their
relationship via video chat, telecommuting and online
messaging.

12. Positivity
• It's a supervisor's job to create a positive work
environment for everyone. During busy times, you
should be able to keep employee morale up. By
always trying to have a positive and optimistic
attitude, you are encouraging others to do the
same. When challenges arise, show your team
that you are confident that they will overcome any
obstacles. Then, when your team is successful,
make sure to give them positive feedback and
acknowledge their hard work.

13. What does a supervisor do?
• A supervisor oversees the day-to-day performance of
employees. Depending on the company, a supervisor
may manage a team, a shift or an entire department.
• Successful supervisors have excellent organizational
and communication skills. These skills help them
transfer information from upper management to
employees and communicate their teams’ performance
or needs to high-level managers. In most cases,
supervisors are experts in their field and can efficiently
manage daily operations as a result.

14. What does it take to become
a supervisor?
• In many cases, companies promote individuals from non-managerial roles
after they have proven themselves capable to lead others well. When deciding
who to advance to a supervisor role, companies often look for employees who
demonstrate the following:
 Excellent communication skills
 Expertise in team or department
 Ability to remain calm under pressure
 Firm grasp of company policies
 Strong work ethic
 Punctuality and time management skills
 Professionalism and a positive attitude
 Organizational abilities
• Interest in leadership opportunities

15. GATE OF CHANGE
No one can
persuade another
to change.
Marilyn Ferguson
Inside
Gate of
Change
To open

17. Essential Supervisory Skills
People Management
Technical

18. People Skills

21. EMPATHY
Inspirational
leader
Emotional
leader
The
manager
Friendly
Colleague
LOW
HIGH
LOW HIGH
Cognitive
AFFECTIVE

22. CLARIFYING EXPECTATIONS
22
Identify and agree on the performance expectations. Test these
expectations to make sure they are:
Specific
Observable
Based on agreed upon expectations (technical or behavioral)
RESPONSIBLE
Specific What Target Date given by Managers or
Supervisors
Observable Why Importance emphasized by Managers or
Supervisors
Agreed
upon
How Ask employees

23. Questioning
• Short
• Succinct
• Open Ended
– What do you want to do in this situation?
– What deadline you would set for this action?
– What would happen if ….?

24. Feedback: Positive vs. Constructive
24
Positive ( For Success) Constructive
( For improvement)
Setting Given publicly Given privately
Timing After the performance Before the
performance
Effect Avoid positive and constructive Feedbacks
without pause.

25. Management Skills

27. 27

33. Self -
Awareness
External Self -Awareness
Low High
Internal
Self
-Awareness
internal
Self
-Awareness
High
INTROSPECTORS
•They are clear on who they are
to accomplish
• Not challenge their own views
from others feedback
• Relationship Deterioration
• Limited success
AWARE
•They are clear on who they are
• To value other’s opinion
•Realize true benefits of Self
awareness
Low
SEEKERS
•They are not clear on who
they are to accomplish
• They do not know, how their
team see them
PLEASERS
•Focused on others opinion to they
are
•They are not in service for their
own success

36. Supervisor As
Coach

37. CHARACTERISTICS OF GOOD COACH
37
Positive
• Not correcting mistakes, finding fault and assessing
blame
• Instead, a coach function is achieving productivity
goals
Supportive
• Coach provides tools, time, instruction, answers to
questions, and protection from outside inference to
workers
Goal
oriented
• Base your assignments on clear, definable goals
• Tie specific tasks to these goals
• Communicate those goals to the people who actually
have to do the work

38. CHARACTERISTICS OF GOOD COACH
38
Focused
• Effective focused communication
• focused on resolving an issue at hand
Observant
• keeping your eyes and ears open
• Identify a problem before telling

39. Boss vs. Coach
39
Talks a lot Listens a lot
Tells Asks
Presume Explores
Seeks
control
Seeks
commitment
Orders Challenges
Works on and
keeps distant
Works with and
makes contact
Assign blame Takes responsibility

40. Generate Options
Explore Reality
Coaching models – GROW model
40
One of the models named ‘The GROW model’ was developed by Sir John
Whitmore for developing coaching skills for Managers. The GROW (goals, reality,
options, wrap up) model provides structure for coaching discussions with more
experienced learners. For less experienced learners, the process can be time
consuming and often too complex. The GROW model has 4 clear stages
Establish Goals
Agree action
Wrap up

41. Coaching styles (1/3)
41
There is no one right way to coach. There are some skills required
and some fundamentals to be followed. Different individuals in
different situation need different approaches. The idea of
switching styles may seem odd to some – but it is justified given
the variety of experiences one is likely to encoutered during
coaching session. There are 5 different scenarios
The Supporter or Enabler
The Teacher The Parent
The Listener The Task master

42. WANO AREA FOR
IMPROVEMENT
• MA AFI Statement: “Shortfalls in tightening
techniques, foreign material exclusion and use of
human error reduction tools are not challenged and
corrected by first line supervisors”
• This has contributed to a reactor trip, a failed
surveillance test and safety-related equipment
malfunctions. Contributing to this is that first line
supervisors lack leadership and supervisory skills
and technical knowledge to reinforce the station
standards and expectations.

43. Field Supervisors / Maintenance
Supervisors in Nuclear Industry
– Supervisor’s role is to supervise the
execution of maintenance activity rather to
involve in the activity.
So that he can guide his team and
supervise the activity properly.
(WANO PERFORMANCE OBJECTIVES AND CRITERIA)

44. WANO PO&C 2019-1
• Maintenance supervisors are knowledgeable of industry
performance, especially in assigned areas; remain
current on industry excellence; and encourage team
ownership of equipment. They understand the
importance of using significant operating experience and
other job-related operating experience to prevent events.
• Maintenance supervisors reinforce favorable worker
behaviors and coach incorrect behaviors in a
professional manner. They ensure workers perform
quality maintenance and document technical information
accurately.

45. WANO PO&C 2019-1
• Maintenance supervisors and workers take
conservative, deliberate actions. They
understand plant conditions, equipment
significance and job preparation.
• Maintenance supervisors verify workers are
trained and qualified before assigning them to
perform specific tasks. They verify that workers
exhibit the correct behaviors to perform high-
quality maintenance through application of
maintenance fundamentals and technical skills.

46. WANO PO&C 2019-1
• Maintenance supervisors ensure workers review
work packages, provide feedback and are ready
to work with all necessary written instructions,
resources, parts, tools and equipment before
starting work.
• Maintenance supervisors influence decision-
making and demonstrate personal ownership
when communicating management decisions to
employees. They develop and maintain an
environment that encourages a healthy
ownership of work and of the plant.

47. Role of Field Supervisors / Maintenance
Supervisors in Nuclear Industry
In a maintenance activity there should be
one supervisor and others are execution
personnel or execution team. There may
be peer checker for the activity but he
should be in addition to supervisor.
Supervisor will check, verify things
independently during the whole activity.

48. Knowledge & Skills
• Maintenance Supervisor should have basic
technical knowledge and skill related to the
specific maintenance job being carried out
• He should have good knowledge of plant
policies/rules and procedures
• He should guide the working team or working
personnel properly

49. Knowledge & Skills
• He should have clear idea about the job, its location, its
environment and clear idea about hazards present in
that location e.g., height, noise, any chemical hazard,
confined space etc. so that he can perform pre-job
briefing and preparations in a better way
• He should have idea about risks associated with the
maintenance activity regarding nuclear safety, risks
related to industrial safety, risks related to equipment
degradation etc.

50. Knowledge & Skills
• He should have clear idea about the precautions to be
adopted in the work and capabilities to emphasize safety
aspects
• He should have clear idea about FME principles, use of
FME covers, FME log (where required) and practices to
minimize chances of foreign material intrusion. He
should stop people crossing the FME barrier installed at
job locations.
• He should have clear idea of using human error
reduction tools/error prevention tools/human
performance tools for the activity

51. Knowledge & Skills
• He should have clear idea about standards related to the
activity
• He should have clear idea about management
expectations
• He should have gone through the relevant procedure or
work instructions for the activity
• He should have proper knowledge about general
tools/special tools to be used for the specific activity
• He just supervise rather to involve as executer of that job
or peer checker if a peer checker is already assigned for
that job

52. Knowledge & Skills
• He must stop the workers for any untoward situation
• He should carefully complete that job regarding final
clean up and restoration steps
• He should report any deficient material condition related
to under maintenance equipment as well as nearby
equipment if observed such condition
• He should have good knowledge about proper labelling,
tag-out requirement so that he can identify deficient
tagging issues

53. Knowledge & Skills
• Supervisor who is going to supervise maintenance
activity in RCA (Radiation Controlled Area) should have
clear idea about zoning and the rooms of high radiation
• He has good knowledge about rigging and lifting
principles and to guide his team for avoiding from lifting
hazard (required near crane operation such as in RX,
FX, TX in RFOs or in any other crane area)
• He should have knowledge about best industrial
practices e.g., not using adjustable wrench, proper
tightening practices etc., for guiding his team properly

54. Knowledge & Skills
• He should have good information about sensitivity of the
activity or any time constraint issue
• For long-term activities such as in RFOs, supervisor
ensure proper and secure placing of removed parts, their
markings, proper covers, etc. whenever team go for
break (e.g., for lunch or tea or at the end of day when
activity is continued till next days)
• Supervisor should perform post job review to address
issues and any improvement for future in that activity.
• Supervisor should identify corrective actions/suggestions
as the result of post-job review in positive manner

55. THANK YOU