CBF-08 encompasses six Sub-Critical Business Functions (Sub-CBFs) that collectively ensure the organisation attracts, develops, and retains talent, maintains workforce capability, and promotes employee well-being.
Understanding the impact areas of these business functions is crucial for SHINE to prioritise resources, identify risks, and prepare for disruptions that could affect service delivery.
This chapter evaluates the potential financial impacts, effects on minimum business continuity objectives (MBCO), and other operational consequences for each Sub-CBF.
It provides a structured framework to assess the severity and urgency of business interruptions, helping management make informed decisions about resource allocation and risk mitigation.
Table P1: Critical Business Functions for CBF-8
|
Sub-CBF Code |
Sub-CBF |
Description of CBF |
Business Unit Minimum Business Continuity Objective (MBCO) |
|
8.1 |
Talent Acquisition & Recruitment |
Processes related to attracting, sourcing, interviewing, and hiring suitable candidates to meet SHINE’s staffing needs. |
Ensure critical roles are filled within 30 days to maintain essential service delivery. |
|
8.2 |
Staff Training & Development |
Organising and delivering training programs to enhance staff skills, knowledge, and professional growth. |
Deliver mandatory compliance and critical skills training within 15 days of the planned schedule. |
|
8.3 |
Performance Management & Appraisal |
Monitoring, evaluating, and documenting staff performance to ensure alignment with organisational goals. |
Conduct essential performance appraisals for key staff within 30 days to ensure accountability and service quality. |
|
8.4 |
Succession Planning |
Identifying and preparing internal candidates to fill critical roles in the event of staff turnover or absence. |
Maintain an up-to-date succession plan for all key positions, with backup personnel immediately ready. |
|
8.5 |
Employee Well-being & Support |
Providing support services for staff well-being, including counselling, health initiatives, and workplace safety measures. |
Ensure access to well-being and counselling services for all staff within 24 hours of request. |
|
8.6 |
Workforce Planning |
Analysing current and future staffing requirements to ensure SHINE has the correct number of qualified personnel. |
Maintain workforce planning reports and implement staffing adjustments within 15 days of disruption. |
The identification of Sub-CBFs under CBF-8 Human Resource Management & Professional Capability provides SHINE with a clear framework to prioritise HR activities during normal operations and crises.
Defining the MBCO for each Sub-CBF ensures that essential HR functions, such as recruitment, training, performance management, and staff well-being, continue uninterrupted during disruptions.
This proactive approach strengthens SHINE’s operational resilience and safeguards its ability to support its mission of empowering children and youth through practical human resource and professional capability management.
Human Resource Management (HRM) is a strategic enabler that ensures SHINE has the right people, with the right skills, in the right roles to achieve its mission of supporting children and youth.
CBF-08 encompasses six Sub-Critical Business Functions (Sub-CBFs) that collectively ensure the organisation attracts, develops, and retains talent, maintains workforce capability, and promotes employee well-being.
Understanding the impact areas of these business functions is crucial for SHINE to prioritise resources, identify risks, and prepare for disruptions that could affect service delivery.
This chapter evaluates the potential financial impacts, effects on minimum business continuity objectives (MBCO), and other operational consequences for each Sub-CBF.
It provides a structured framework to assess the severity and urgency of business interruptions, helping management make informed decisions about resource allocation and risk mitigation.
|
Sub-CBF Code |
Sub-CBF |
Impact Area |
Financial Impact - Monetary Loss (Estimated) |
Financial Impact - Calculation of Monetary Loss (State Formula for Calculations) |
Impact on MBCO - Affect MBCO |
Impact on MBCO - Impact |
Remarks - Description |
|
8.1 |
Talent Acquisition & Recruitment |
Workforce availability, recruitment delays, and the inability to fill critical roles |
S$50,000–S$100,000 per delayed hire |
Monetary Loss = Average Monthly Salary × Duration of Vacancy |
Yes |
Delay in fulfilling critical roles may affect program delivery |
Essential roles of social work, clinical support, and administration can directly affect SHINE's service delivery |
|
8.2 |
Staff Training & Development |
Staff competency, quality of service, and compliance with sector standards |
S$20,000–S$50,000 per untrained staff |
Monetary Loss = Training Cost per Staff × Number of Untrained Staff |
Yes |
Reduced competency may lead to service errors or regulatory non-compliance |
Regular training ensures staff capability and adherence to best practices |
|
8.3 |
Performance Management & Appraisal |
Staff motivation, retention, productivity |
S$10,000–S$30,000 per disengaged staff |
Monetary Loss = Estimated Loss in Productivity × Average Monthly Compensation |
Yes |
Low performance may reduce service quality and client satisfaction |
Timely appraisals help align staff objectives with organisational goals |
|
8.4 |
Succession Planning |
Continuity of leadership, knowledge retention |
S$50,000–S$150,000 per key position left unplanned |
Monetary Loss = Cost of External Replacement × Recruitment Duration |
Yes |
Absence of a succession plan may disrupt leadership continuity |
Particularly critical for managerial and specialist roles |
|
8.5 |
Employee Well-being & Support |
Staff morale, absenteeism, and retention |
S$15,000–S$40,000 per affected staff |
Monetary Loss = Cost of Temporary Replacement × Duration of Absence |
Yes |
Poor well-being may result in absenteeism or attrition |
Employee assistance programs and support mechanisms mitigate risks |
|
8.6 |
Workforce Planning |
Alignment of staffing levels with demand, operational efficiency |
S$30,000–S$80,000 per unplanned shortfall |
Monetary Loss = (Cost of Overtime + Temporary Staff) × Duration of Shortfall |
Yes |
Mismatch in workforce planning can disrupt operations |
Accurate workforce forecasting prevents service gaps |
The impact assessment for CBF-08 demonstrates that HRM is central to SHINE’s operational resilience.
Disruptions in any Sub-CBF, whether in recruitment, training, performance management, or workforce planning, can have measurable financial consequences and directly affect SHINE’s ability to meet its Minimum Business Continuity Objectives (MBCO).
By understanding these impact areas, SHINE can prioritise mitigation strategies such as cross-training, succession planning, employee wellness programs, and proactive recruitment efforts.
This structured approach not only safeguards service delivery but also reinforces the organisation’s long-term sustainability and capacity to serve its beneficiaries effectively.
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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