The human resources of an organisation are critical in ensuring its ability to adapt and recover during times of crisis.
For SHINE Children and Youth Services (SHINE), effective Human Resource Management (HRM) and Professional Capability are essential to the organisation's resilience and continuity.
This chapter explores the key business processes within the high-level function "CBF-08 Human Resource Management & Professional Capability" and how they align with SHINE’s mission to support at-risk youth.
These processes encompass talent acquisition, staff training and development, performance management, and succession planning, all of which are crucial to maintaining a skilled and capable workforce.
Each process is designed to ensure that SHINE's HRM capabilities are maintained even in the face of disruption, enabling the organisation to continue delivering high-quality services.
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Sub-CBF Code |
Sub-CBF |
Description |
Examples |
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8.1 |
Talent Acquisition & Recruitment |
This process involves the recruitment, hiring, and onboarding of new staff to ensure that the organisation has the right people in place. It includes assessing staffing needs, writing job descriptions, conducting interviews, and onboarding. |
Example: SHINE’s HR team regularly assesses the need for additional counsellors or social workers based on changes in the demand for services and recruits accordingly. During a crisis, SHINE may also fast-track the hiring process to address urgent staffing needs. |
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8.2 |
Staff Training & Development |
Focuses on providing employees with the necessary skills and knowledge to perform their roles effectively. This includes both initial training during onboarding and continuous professional development throughout their careers. |
Example: SHINE provides specialised training for staff working with at-risk youth, covering areas like trauma-informed care, youth empowerment, and crisis intervention. Training is adjusted to include virtual platforms during emergencies to ensure staff can continue their development even remotely. |
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8.3 |
Performance Management & Appraisal |
This process includes setting performance expectations, providing feedback, conducting performance reviews, and developing performance improvement plans for staff. |
Example: SHINE conducts annual performance reviews for all employees, providing feedback on their work with youth. In times of crisis, HR may adjust the performance metrics to focus more on crisis management skills and flexibility. |
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8.4 |
Succession Planning |
Ensures that SHINE has a plan in place for filling key roles when needed, to prevent disruptions in leadership and ensure smooth transitions. |
Example: SHINE has identified key leadership positions within its programs and ensures that there are internal candidates ready for promotion. During a crisis, succession planning allows SHINE to quickly step in with experienced staff in leadership roles, ensuring minimal disruption to services. |
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8.5 |
Employee Well-being & Support |
Addresses the mental, emotional, and physical well-being of employees, especially in times of stress, to ensure they are able to perform their roles effectively. |
Example: SHINE offers staff mental health support services, including counselling and stress management workshops. During a crisis, HR may provide additional support through online counselling services or increased flexibility in work schedules to maintain staff well-being. |
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8.6 |
Workforce Planning |
Involves forecasting and managing workforce needs to align staffing levels with organizational goals, adjusting for changes in demand, and ensuring that staffing levels are adequate in the event of a disruption. |
Example: SHINE regularly reviews the number of frontline workers required in relation to program demand. If a crisis affects client numbers, HR adjusts staffing levels accordingly and cross-trains employees for flexibility in staffing. |
In conclusion, Human Resource Management (HRM) and Professional Capability are foundational to SHINE’s ability to deliver quality services, particularly during times of crisis.
By ensuring that HR processes such as talent acquisition, staff training, and performance management are robust and adaptable, SHINE can maintain its core services even during disruptive events.
The resilience of SHINE’s HR systems allows it to continue supporting the development of at-risk youth, even in times of uncertainty.
Effective workforce planning, succession strategies, and employee well-being initiatives further strengthen SHINE’s capacity to recover quickly from disruptions, reinforcing its commitment to providing continuity of care.
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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