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.
|
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. |
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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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF-8 Human Resource Management & Professional Capability |
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| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].
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Please feel free to send us a note if you have any questions. |
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