Social welfare in rural Australia is being hampered by high levels of turnover and burnout among social workers and problems retaining and recruiting staff. Limitations in supervision and professional development have exacerbated these difficulties. Amanda Nickson, a lecturer in social work and human services at James Cook University in Queensland, undertook a 12‐month research trial to investigate how peer supervision in virtual teams may operate in rural and remote Australia. Seven themes emerged from the research: professional association, support, education, reflection on practice, structure and process, technology, and the challenges of time, preparation and priority.

Nickson found that traditional social work supervision models had withered in workplaces across rural, remote and regional Australia to the extent that 80 per cent of participants had not received any supervision. A small minority were supervised by health professionals acting in an administrative capacity rather than in a manner that affected social work interventions.

Her research found that the use of basic technologies such as conference telephone calls allowed for effective virtual supervision as many participants in remote and rural areas lacked access to reliable video technology and internet connections. She describes how participants benefited from ‘a clear structure and process’ that ‘contributed to a safe space where peers could share and reflect on successes and challenges in practice, discuss ethical dilemmas, receive feedback and ideas from trusted colleagues, give and receive support, learn, and experience connection with fellow like‐minded social workers’ when working virtually.

Over the 12‐month period the virtual teams that adhered to the ‘structure and process’ approach lasted the year of monthly supervision sessions compared to teams without such an organised approach, who failed after only a few months.

Overall, Nickson’s research showed that virtual teams provide a conduit for peer supervision of professionals working in rural or remote Australia. Furthermore, virtual teams promote the retention of social workers in these regions and can be applied to the supervision of virtual teams in city environs.

QUESTION

If you were the manager of a remote team how would you use technologies to shape the structure and processes of your team? What rules would you use to maintain these structures and processes?

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