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Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
BCM BB_V2_8

[BCM] [SHINE] [E3] [BCS] [T2] [CBF] [8] Recovery Strategies

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The “Recovery Strategies” chapter outlines the methods, resources, and recovery locations needed to ensure that SHINE Children and Youth Services (SHINE) can resume its Community Social Work and School Social Work services within the required Recovery Time Objectives (RTOs).

As these services directly support vulnerable children, youths, and families, their continuity is a critical priority for SHINE’s mission of enabling children and youths to maximise their potential.

Drawing on ISO 22301 best practices and BCMpedia’s mitigation and recovery guidance, each Sub-Critical Business Function (Sub-CBF) within CBF-2 is evaluated to identify the most appropriate and feasible recovery strategy.

Banner [BCM] [E3] [BCS] [T2] Recovery Strategies and Justifications

Moh Heng Goh
Business Continuity Management Certified Planner-Specialist-Expert

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Banner [BCM] [E3] [BCS] [T2] Recovery Strategies and JustificationsCBF-8: Human Resource Management & Professional Capability

 

New call-to-actionHuman Resource Management and Professional Capability is a foundational enabling function for SHINE Children and Youth Services, ensuring the organisation sustains a competent, resilient, and supported workforce capable of delivering trauma-informed and child-centric services.

During a disruption, the inability to recruit, deploy, develop, or support staff can quickly cascade into service delivery risks, safeguarding concerns, and regulatory non-compliance.

This chapter outlines the recovery strategies for each Sub-Critical Business Function (Sub-CBF) under CBF-8, aligned with recognised business continuity mitigation and recovery approaches, including workforce flexibility, alternate work arrangements, prioritisation, cross-skilling, and third-party support.

The strategies aim to ensure that SHINE can maintain essential human capital capabilities during and after a disruption, while safeguarding staff well-being and organisational sustainability.

Banner [Table] [BCM] [E3] [BCS] [T2] Recovery Strategies and Justifications

Table S2: Recovery Strategies for CBF-8

Sub-CBF Code

Sub-CBF

RTO

Recovery Strategy

Recovery Location

Details of Recovery Strategy

Justification for Selected Recovery Strategy

8.1

Talent Acquisition & Recruitment

7 days

Workload Prioritisation & Third-Party Support

Remote / HR Shared Services

Suspend non-critical hiring; prioritise recruitment for frontline and safeguarding roles; activate pre-approved recruitment agencies; leverage virtual interviews and digital onboarding tools.

Recruitment delays do not immediately halt operations, but prolonged disruption impacts workforce sustainability. Third-party and remote recruitment reduces dependency on physical offices.

8.2

Staff Training & Development

14 days

Alternative Delivery Channels & Deferred Training

Remote / Online Platforms

Shift mandatory training to virtual platforms; defer non-essential professional development; maintain critical safeguarding and compliance training via e-learning modules.

Training is essential, but not immediately time-critical. Online delivery ensures continuity of competency in the absence of physical training venues.

8.3

Performance Management & Appraisal

30 days

Temporary Suspension & Simplified Assessment

Remote

Defer formal appraisals; implement simplified check-ins focused on staff well-being and operational priorities; document performance retrospectively post-recovery.

Formal appraisals are not critical during crisis response; simplified processes reduce administrative burden on managers and staff.

8.4

Succession Planning

14 days

Role Redundancy & Cross-Skilling

Primary / Alternate Work Locations

Activate documented deputies for key leadership and specialist roles; use cross-trained staff to cover absences; update interim delegation of authority.

Succession readiness is critical for leadership continuity; cross-skilling reduces single points of failure during prolonged disruptions.

8.5

Employee Well-being & Support

4 hours

Remote Support & External Assistance

Remote / Employee Assistance Programme (EAP)

Activate staff communication channels; provide access to counselling and psychosocial support; implement flexible work arrangements and workload adjustments.

Staff well-being directly affects service quality and safeguarding. Rapid activation mitigates burnout, absenteeism, and secondary trauma risks.

8.6

Workforce Planning

7 days

Workforce Reallocation & Scenario-Based Planning

Remote / Management Offices

Reassess staffing needs based on disruption scenarios; redeploy staff to critical programmes; adjust rosters and contract arrangements.

Workforce planning supports sustained recovery by aligning available human resources with prioritised service delivery needs.
 

Banner [BCM] [E3] [BCS] [Summing Up] [T2] Recovery Strategies and Justifications

The recovery strategies for CBF-8 Human Resource Management & Professional Capability focus on preserving SHINE’s most critical asset—its people—during times of disruption.

By applying a combination of prioritisation, flexibility, alternative delivery methods, and external support, SHINE can maintain workforce capability while responding to rapidly changing operational conditions.

These strategies reinforce organisational resilience by ensuring leadership continuity, safeguarding staff well-being, and sustaining essential human capital functions that underpin SHINE’s mission to support children, young people, and families.

When integrated into SHINE’s broader Business Continuity Management framework, CBF-8 recovery strategies enable a structured, humane, and effective transition from crisis response to full operational recovery.

 

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
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