[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [8] Human Resource Management & Professional Capability

CBF-8 Human Resource Management & Professional Capability

The critical business function (CBF-8) "Human Resource Management & Professional Capability" is central to ensuring that an organisation like SHINE Children and Youth Services (SHINE) can attract, develop, and retain a skilled workforce.

Within this function, several key sub-functions contribute to an effective and sustainable human resource strategy.

However, the success of these sub-functions is not isolated; they are closely interlinked with both internal and external factors.

These inter-dependencies can significantly influence the business’s ability to achieve its human resource objectives, from talent acquisition and staff development to workforce planning and employee well-being.

This section outlines the interdependencies among the key subfunctions within CBF-8, detailing how they relate to other internal and external business units, vendors, and partners.

By understanding these relationships, SHINE can better align its operations, mitigate risks, and ensure a seamless integration of human resource activities across the organisation.

Table P5: Inter‑dependencies for CBF-2

Sub-CBF Code	Sub-CBF	Name of Business Unit / Vendor / Partner	Internal Dependency	External Dependency	Dependency Type (Upstream / Downstream / Mutual)	Description of the Nature of Dependency
8.1	Talent Acquisition & Recruitment	Recruitment Agencies, Job Portals	HR Department	External job market	Upstream	Recruitment agencies provide candidates, while internal HR teams conduct selection and final hiring processes.
8.2	Staff Training & Development	Training Providers, Educational Institutions	HR, Department Heads	Industry Certifications	Downstream	External trainers provide specialised training, while HR and department heads ensure alignment with internal needs.
8.3	Performance Management & Appraisal	Department Heads, Performance Review Systems	HR, Department Heads	External HR consultants	Mutual	Both internal department heads and external consultants for best practices drive performance appraisals.
8.4	Succession Planning	HR, Leadership Team	Senior Management	External leadership coaches	Downstream	Internal HR and leadership teams develop succession strategies with the help of external coaches for executive training.
8.5	Employee Well-being & Support	Employee Assistance Program Providers, Health Insurers	HR Department	Wellness Providers	Upstream	External wellness and support providers offer services that HR coordinates for employee benefits and care.
8.6	Workforce Planning	Department Heads, External Labour Market Analysts	HR, Department Heads	External consultants	Mutual	HR and department heads collaborate on workforce planning with insights from external analysts and consultants.

The inter-dependencies outlined in this section underscore the interconnected nature of human resource management activities within SHINE Children and Youth Services.

Whether internal or external, dependencies among business functions, vendors, and partners are crucial to the execution of human resource strategies.

These relationships influence SHINE’s ability to attract, develop, and retain talent, maintain employee well-being, and build a professional, capable workforce.

Understanding these dependencies allows SHINE to better plan for disruptions, align resources more effectively, and respond proactively to emerging challenges in human resource management.

CBF-8 Human Resource Management & Professional Capability

In any organisation, especially one focused on serving children and youth, such as SHINE Children and Youth Services, the effective management and protection of human resources records are of paramount importance.

These records support critical functions such as recruitment, staff development, performance management, and employee support, ensuring the organisation’s workforce is well equipped to deliver on its mission.

The management of vital records, including employee data, training records, performance reviews, and other sensitive human resources information, is crucial to ensuring business continuity, regulatory compliance, and the ongoing support of SHINE’s staff.

This section outlines the vital records for the high-level critical business function "CBF-8 Human Resource Management & Professional Capability," covering processes from talent acquisition through workforce planning.

This includes the identification, classification, and management of these records in accordance with SHINE’s continuity planning efforts.

This table provides a comprehensive overview of the vital records across the key sub-functions of CBF-8, ensuring that, in the event of a crisis or business disruption, SHINE can quickly recover its critical human resource functions, minimising operational downtime and maintaining the capabilities necessary to support the children and families served.

Table P6: Vital Records for CBF-8

Sub-CBF Code	Sub-CBF	Description of Vital Records	Media Type	Location	In Whose Care
8.1	Talent Acquisition & Recruitment	Job applications, recruitment assessments, candidate interviews, and offer letters	Electronic/Paper	HR Department, Secure Digital Storage	HR Manager
8.2	Staff Training & Development	Training attendance records, certification documents, and employee development plans	Electronic/Paper	HR Department, Learning Management System	Training Coordinator
8.3	Performance Management & Appraisal	Performance review forms, goal-setting documents, and feedback records	Electronic/Paper	HR Department, Secure Digital Storage	HR Manager, Line Managers
8.4	Succession Planning	Leadership development plans, career progression charts, and internal promotion records	Electronic/Paper	HR Department, Secure Digital Storage	HR Manager, Senior Management
8.5	Employee Well-being & Support	Employee assistance program records, health and wellness participation records	Electronic/Paper	HR Department, Confidential Digital Storage	HR Manager, Employee Support Team
8.6	Workforce Planning	Workforce analysis reports, staffing forecasts, shift scheduling information	Electronic	HR Department, Secure Digital Storage	HR Manager

The management of vital records related to human resource functions is an essential component of SHINE Children and Youth Services' ability to maintain operational continuity and manage its workforce effectively.

By ensuring that vital records are properly categorised, securely stored, and easily retrievable in times of crisis, SHINE can protect the integrity of its HR processes, maintain regulatory compliance, and continue to provide high-quality services to the children and families it serves.

As detailed in the table above, each sub-function of CBF-8 involves critical records that, if lost or damaged, could significantly impact the organisation’s ability to respond to emergencies, recruit effectively, and support staff development.

By safeguarding these records and ensuring their accessibility in the event of an incident, SHINE demonstrates its commitment to organisational resilience and the welfare of its employees.

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
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CBF-8 Human Resource Management & Professional Capability
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Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [8] Human Resource Management & Professional Capability

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CBF-8 Human Resource Management & Professional Capability

Table P5: Inter‑dependencies for CBF-2

CBF-8 Human Resource Management & Professional Capability

Table P6: Vital Records for CBF-8

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

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