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

CBF-8 Human Resource Management & Professional Capability encompasses a wide range of HR functions, including talent acquisition, staff development, performance management, and employee well-being.

These functions not only support the organisation's workforce but also ensure that SHINE is equipped with the right people, skills, and strategies to deliver its services to children and youth.

However, like any critical business function, CBF-8 Human Resource Management & Professional Capability is vulnerable to disruptions from natural disasters, health crises, technological failures, and other unforeseen events.

Therefore, it is essential to have a robust Business Continuity Recovery Procedure in place to ensure that HR operations can continue in the face of such challenges, with minimal disruption and maximum support for employees.

This chapter provides comprehensive Guidance Notes on implementing a Business Continuity Recovery Procedure, tailored explicitly to CBF-8 Human Resource Management & Professional Capability.

The recovery process is broken into three distinct phases: Pre-Crisis Preparedness (Reduce Phase), Within T+24 Hours (Response and Recovery Phase), and After T+24 Hours (Restore and Return Phase).

Each phase is designed to help HR teams respond quickly to crises, restore normal operations, and fully recover while keeping employees' well-being and engagement at the forefront.

These guidance notes are intended for HR professionals at SHINE, as well as organisational leaders and crisis management teams, to serve as a reference when implementing the recovery plan during disruptions.

The procedures outlined here are meant to be adaptable, ensuring that HR functions are not only maintained but also strengthened through each recovery stage, enabling SHINE to continue its vital work without interruption.

WHAT

CBF-8 Human Resource Management & Professional Capability at SHINE Children and Youth Services (SHINE) encompasses the organisation's strategies and activities related to managing and supporting its workforce.

This function is vital to the recruitment, development, retention, and well-being of employees, which in turn enables SHINE to fulfil its mission of supporting children and youth. The core areas include talent acquisition, training, performance management, staff well-being, succession planning, and workforce planning.

Human resources are at the heart of SHINE’s ability to provide high-quality services, so this critical business function must be maintained during disruptions.

A comprehensive business continuity plan for HRM ensures the workforce can continue to perform effectively and the organisation can maintain operations with minimal disruption.

In the Pre-Crisis Preparedness phase, SHINE Children and Youth Services will take proactive measures to reduce the likelihood of disruption to CBF-8 Human Resource Management & Professional Capability.

These measures aim to ensure that all HR functions are ready before a crisis occurs, minimising the impact of any potential event.

HOW – Implementation Steps

This phase also includes planning for potential risk mitigation, training, and developing contingency strategies to enable the HR team to respond quickly and effectively in the event of a disruption.

1. HR Policies & Procedures

• Document and Review HR Policies:
  • Ensure all HR policies—covering recruitment, staff training, performance management, well-being, and succession planning—are well documented and regularly reviewed.
  • Review policies annually and after any significant organisational change to ensure they are relevant, clear, and comprehensive.
    
    
• Business Continuity Integration in HR Plans:
  • Integrate business continuity planning into all HR policies and procedures. This includes ensuring that HR teams are trained on emergency roles and responsibilities, and that HR policies support continuity measures, such as flexible work arrangements and emergency leave protocols.
    
    
• Develop Crisis-Specific HR Guidelines:
  • Prepare crisis-specific HR guidelines for scenarios including health pandemics, natural disasters, and technological disruptions.
  • This includes outlining communication strategies, reporting lines, and HR function continuity in such events.

2. Staff Cross-Training

• Cross-Training Key HR Personnel:
  • Cross-train HR staff across various HR functions, including talent acquisition, employee performance appraisals, employee relations, and compensation management. This ensures that key functions can continue even if some HR staff are unavailable or incapacitated.
    
    
• Identify Critical HR Functions and Skills:
  • Identify which HR roles and responsibilities are essential to continue during a crisis. This may include payroll processing, benefits administration, and critical employee communications. Ensure that at least one backup person for each critical role is trained and prepared to step in at short notice.
    
    
• Leadership Succession Planning:
  • Ensure that backup leaders are identified for all HR management roles. This will ensure continuity of leadership in case key HR leaders are unavailable.

3. IT Systems & Data Backups

• Backup HR Management Systems:
  • Implement regular backups of all critical HR systems (e.g., payroll, performance management, and recruitment software).
  • Ensure these backups are stored securely off-site or in the cloud to prevent data loss during a crisis.
  • Establish a clearly defined backup schedule and ensure that HR teams verify backups periodically.
    
    
• Ensure Access to Critical HR Data:
  • Ensure that all employee data (personal records, contracts, benefits details, performance appraisals, etc.) is backed up and accessible during emergencies, even if key HR staff cannot access their regular offices.
  • Regularly test system access to ensure all HR team members can access critical data remotely and securely.
    
    
• Ensure System Redundancy & Disaster Recovery Plans:
  • Implement system redundancy (e.g., mirrored servers or cloud storage solutions) to ensure uninterrupted access to HR systems during disruptions.
  • Ensure that disaster recovery procedures are well documented and tested regularly, including scenarios in which HR systems could become temporarily unavailable.

4. Communication Plans

• Establish Clear Communication Protocols:
  • Develop detailed communication protocols for internal and external stakeholders during a crisis. This includes defining who communicates what information, when, and how.
  • Prepare templates for crisis communication, such as notices for staff regarding changes in work arrangements, shifts in responsibilities, or postponements of training programs.
    
    
• Internal Communication Systems:
  • Establish communication channels that keep HR teams and employees informed during a crisis. This could include an emergency phone tree, a dedicated HR hotline, and mass communication tools (e.g., email lists, WhatsApp groups, or SMS).
  • Train employees to access crisis-related communications and ensure they know whom to contact for support if needed.
    
    
• Crisis Communication Training:
  • Train HR personnel to communicate effectively during a crisis, emphasising clarity, transparency, and empathy.
  • Simulate crisis scenarios to help HR teams practice communicating during emergencies and assess the effectiveness of communication channels.

5. Well-being Programs

• Implement Proactive Employee Well-being Initiatives:
  • Develop and implement employee well-being programs to build resilience, improve stress management, and enhance mental health support. This could include workshops on emotional resilience, regular health checkups, and access to counselling services.
  • Create policies that support employee mental health during a crisis, such as providing additional mental health resources or offering flexibility in work hours for employees experiencing stress.
    
    
• Emergency Support Services:
  • Prepare employee well-being resources and ensure they are easily accessible during a crisis, including employee assistance programs (EAPs), mental health hotlines, and counselling services.
  • Ensure that HR staff are trained to offer support and guidance to employees who may be struggling with mental health or emotional issues during a disruption.
    
    
• Employee Resilience Training:
  • Offer training programs that build employee resilience, preparing them to handle challenges such as remote work, workload changes, and periods of uncertainty.
  • Implement mindfulness and stress management programs as part of SHINE’s holistic well-being strategy.

6. Risk Management & Workforce Planning

• Risk Assessment & Workforce Planning:

• Conduct regular risk assessments to identify potential disruptions that could affect the workforce, including public health crises, natural disasters, and labour shortages.
• Develop workforce contingency plans that account for these risks and define how staffing will be adjusted in a crisis. For example, assess how temporary staffing, remote work, or flexible scheduling may be used to cover essential roles.

• Staffing & Resource Allocation:
  • Assess staffing requirements during a crisis and allocate resources accordingly. For example, identify key roles that cannot be easily outsourced or filled temporarily, such as those involved in employee welfare, and ensure these positions are consistently covered.
    
    
• Develop Scenario-Based Planning:
  • Develop scenario-based workforce plans for various crises (e.g., COVID-19, office fire, IT system failure).
  • Regularly update these plans to reflect changes in the workforce, such as new hires, retirements, or skill-set shifts.

7. Regular Testing and Drills

• Conduct HR Continuity Drills:
  • Regularly simulate disruptions to test the HR team’s preparedness and response times. These exercises should involve all critical HR functions, including recruitment, performance appraisals, employee communication, and payroll.
  • Ensure drills cover various scenarios, including natural disasters, health crises, and IT system failures.
    
    
• Evaluate and Adjust the HR Crisis Plan:
  • After each test or drill, evaluate the effectiveness of the response and make necessary adjustments to the HR continuity plan.
  • Gather feedback from HR staff and employees on how the crisis plan was communicated and whether additional resources or strategies are needed.

By implementing the above steps in the Pre-Crisis Preparedness (Reduce Phase), SHINE Children and Youth Services will ensure its HR operations are well-positioned to handle potential disruptions.

This proactive approach will reduce the likelihood of significant impact on human resource functions, ensure staff are supported during crises, and help maintain SHINE’s ability to deliver essential services to children and youth.

The Within T+24 Hours phase focuses on immediate recovery efforts to stabilise and restore CBF-8 Human Resource Management & Professional Capability following a disruption.

This phase is crucial to ensure that SHINE Children and Youth Services (SHINE) can resume essential HR operations promptly and minimise the negative impact on the workforce and overall organisational functioning.

HOW – Implementation Steps

In this period, the focus will be on immediate actions to respond to the crisis, restore key functions, and provide clear communication to employees and other stakeholders.

1. Activate the HR Crisis Response Team

• HR Crisis Team Mobilisation:
  • Convene the designated HR crisis team to assess the scope and impact of the disruption on HR functions. This team should include key HR personnel (e.g., HR Manager, Recruitment Officer, Employee Relations Specialist, and IT support for HR systems) and representatives from other departments as needed (e.g., IT, Legal, and Communications).
  • The team will quickly identify which HR functions are most affected (e.g., payroll, recruitment, employee safety) and prioritise restoring them.
    
    
• Assign Immediate Roles & Responsibilities:
  • Clearly assign specific responsibilities to each team member to ensure quick and efficient recovery. This includes tasks such as updating employees, managing employee inquiries, coordinating with senior leadership, and overseeing the restoration of HR systems.
  • Ensure that crisis communication templates and HR recovery procedures are readily available and followed.
    
    
• Establish Communication Lines with Key Stakeholders:
  • Set up communication channels to keep key internal and external stakeholders informed. Internal stakeholders may include senior management, department heads, and team leads, while external stakeholders could involve vendors, contractors, or service providers critical to HR functions.
  • Establish daily check-ins or updates to ensure everyone is aligned on progress and key actions.

2. Immediate HR Communication to Staff

• Notify Employees About the Crisis:
  • Immediately communicate with all employees regarding the disruption and any immediate actions being taken.
  • This communication should be clear, transparent, and empathetic, outlining what is known about the crisis and its impact on staff.
  • Include instructions for employees on how to report to work, any changes to their work schedule (e.g., remote work, flexible hours), and where to get support if needed.
  • Use multiple channels such as email, text messages, and an emergency communication portal.
    
    
• Ensure Employee Safety & Well-being Communication:
  • If the disruption is related to physical safety (e.g., a natural disaster), ensure that all employees know how to access support and that their safety is the top priority.
  • Provide clear instructions on any available well-being resources, such as counselling services, mental health support, or emergency leave policies.
    
    
• Communicate with HR Support Teams:
  • Send an internal memo to HR team members detailing their specific actions and ensuring that each member understands their role in the recovery process.
  • Include guidelines for managing employee inquiries, addressing concerns, and handling sensitive performance or well-being issues during the crisis.

3. Prioritise and Resume Essential HR Functions

• Resuming Payroll and Employee Benefits:
  • Ensure that payroll processing continues as soon as possible. If payroll systems are down, manually process employee wages, or activate backup payroll solutions.
  • Confirm that employees continue to receive their salaries or any emergency allowances related to the disruption. Communicate with staff about any payment delays or adjustments.
    
    
• Ensure Employee Attendance & Leave Management:
  • Review and adjust leave management systems to accommodate sudden leave requests or changes in work arrangements (e.g., remote work, sick leave, emergency leave).
  • Ensure that employee attendance tracking systems are operational, or implement temporary measures (e.g., manual tracking) to monitor employee absences and availability.
    
    
• Maintain Recruitment & Staffing Support:
  • If recruitment processes are disrupted, communicate with candidates to inform them of delays and reschedule interviews or assessments where possible.
  • For critical roles, consider activating temporary staffing or engaging staffing agencies to fill immediate gaps.
    
    
• Address Immediate Employee Relations Issues:
  • Identify any urgent employee relations concerns, such as disputes or performance issues that may have escalated due to the crisis.
  • Address these issues in a timely and sensitive manner, ensuring that employees feel heard and supported while minimising disruptions to overall operations.
    
    
• Maintain Communication with External Vendors/Partners:
  • Reach out to key external HR service providers (e.g., benefits administrators, recruitment agencies) to confirm their services are operational and identify alternative solutions if they are affected.
  • Ensure backup service contracts or contingency arrangements are activated as needed to prevent interruptions to HR operations.

4. Ensure Operational Continuity for Key HR Functions

• HR Systems Recovery:
  • If IT systems supporting HR functions are disrupted (e.g., performance management tools, employee records systems), activate backup systems or manual processes to keep key HR operations running.
  • Work with IT to restore full access to HR systems as quickly as possible, ensuring that all HR data is protected and that there is minimal data loss or compromise.
    
    
• Employee Performance Management:
  • If performance appraisals or employee evaluations are due, consider adjusting timelines to reflect the crisis. Communicate these changes to employees and managers.
  • If face-to-face performance reviews are disrupted, consider implementing virtual evaluations or deferring reviews until a later stage, as appropriate.
    
    
• Training and Development Programs:
  • Postpone non-critical training or development programs, but continue essential training sessions remotely if feasible.
  • Communicate new timelines for resuming training and development efforts and offer online alternatives (e.g., webinars, e-learning modules) to employees where applicable.

5. Address Immediate Employee Well-being Concerns

• Provide Access to Mental Health Support:
  • Ensure that mental health support services, such as counselling, employee assistance programs (EAPs), or crisis hotlines, are available and easily accessible to employees during the recovery period.
  • Offer virtual or remote well-being sessions, such as mindfulness exercises or stress management workshops, to help employees cope with the disruption.
    
    
• Ensure Flexibility in Work Arrangements:
  • Offer flexible work arrangements for employees who need time to recover from the crisis or manage personal challenges arising from the disruption.
  • Implement a system to assess and approve flexible working hours, work-from-home options, or temporary leaves, as necessary, based on the disruption's impact.
    
    
• Monitor Employee Engagement & Morale:
  • Keep regular pulse checks on employee morale through surveys or one-on-one conversations with staff. Use this information to guide decisions on next steps in recovery.
  • Provide reassurance to employees that SHINE is committed to supporting their well-being and that measures are in place to address their concerns during the crisis.

6. Document and Track the Recovery Process

• Document Recovery Steps and Adjustments:
  • Keep a log of all recovery actions, including key decisions made, processes restored, and timelines followed. This documentation will be crucial for analysing the response and improving future recovery plans.
    
    
• Regularly Update Senior Leadership:
  • Provide daily updates to senior leadership regarding the status of HR recovery efforts, any challenges encountered, and progress towards resuming normal operations.
  • Ensure that leadership is aligned with recovery priorities and that any needed resources or support are quickly mobilised.

*

By executing the steps outlined in the Within T+24 Hours (Response and Recovery Phase), SHINE Children and Youth Services will stabilise its HR functions and minimise the disruption caused by the crisis.

Immediate actions will ensure that essential services, including payroll, communications, employee relations, and recruitment, are maintained, allowing SHINE to continue supporting its workforce and carrying out its mission to serve children and youth.

The After T+24 Hours (Restore and Return Phase) focuses on fully recovering and stabilising CBF-8 Human Resource Management & Professional Capability to pre-crisis levels.

This phase ensures that HR functions resume full capacity and that any temporary measures are phased out.

At this point, SHINE Children and Youth Services will have shifted from immediate response to long-term recovery, and the organisation should begin returning to normal operations while addressing any lasting impacts from the disruption.

The goal of this phase is not only to restore but to improve HR processes, where applicable, based on lessons learned during the disruption.

HOW – Implementation Steps

It also focuses on reinforcing employee morale and re-establishing organisational stability affected by the crisis.

1. Full Resumption of HR Operations

• Re-activate Full HR Functions:
  • Fully restore all HR systems and processes to their pre-crisis state, ensuring no key HR functions are delayed or affected. This includes resuming non-critical HR services, such as training programs, talent development initiatives, and performance appraisals.
  • Ensure all critical HR systems (e.g., payroll, benefits management, recruitment, performance management) are operating without disruptions, and there are no lingering technical issues or data inconsistencies from the recovery efforts.
    
    
• Employee Benefits and Compensation:
  • Confirm that all benefits (e.g., health insurance, paid time off, retirement contributions) are being processed correctly and that no employee has been overlooked during the payroll recovery.
  • Process any outstanding compensation or allowances that were delayed due to the disruption, ensuring all employees are paid fairly and promptly. Notify employees about any changes in benefits that may have occurred during the crisis period.
    
    
• Restore Recruitment and Staffing Operations:
  • Resume regular recruitment and hiring processes, addressing any backlog of job applications, interviews, or onboarding that may have been delayed.
  • Ensure that all recruitment systems (job boards, interview scheduling, onboarding portals) are functioning correctly, and that candidates previously affected by the crisis are updated on their application status.
    
    
• Employee Performance & Appraisal Resumption:
  • Resume performance appraisals and evaluations that were postponed due to the crisis. Communicate updated timelines to employees and managers.
  • Provide support to managers who may be dealing with performance-related issues stemming from disrupted work conditions during the crisis, and offer flexibility where needed to help employees get back on track.

2. Evaluate and Adjust Workforce Planning

• Reassess Staffing Levels and Workforce Needs:
  • Evaluate the impact of the crisis on the workforce in terms of available headcount, skillsets, and workload distribution.
  • Assess whether temporary staffing measures (e.g., temporary hires, outsourcing) remain necessary or can be phased out. Ensure that workforce planning strategies are realigned with the post-crisis environment and SHINE’s operational needs.
    
    
• Assess and Adjust Workforce Deployment:
  • Reorganise or redistribute workloads and responsibilities, ensuring that essential roles are covered and no employee is overburdened.
  • This may include adjustments to team structures, temporary reassignments, or cross-departmental task delegation to prevent burnout and ensure a smooth resumption of operations.
  • Conduct a skills gap analysis to identify any skill sets that were temporarily needed during the crisis and determine whether these needs should continue long-term. This may include planning for future training or hiring needs.
    
    
• Long-term Staffing Solutions:
  • Develop a strategy for long-term staffing needs in light of the crisis. For instance, if the crisis revealed workforce deficiencies or gaps in certain areas (e.g., remote work readiness, digital skills), HR should consider implementing long-term strategies, such as training, reskilling, or hiring, to address them.

3. Employee Well-being & Support

• Ongoing Employee Support Programs:
  • Continue offering mental health and well-being support through Employee Assistance Programs (EAPs), counselling services, and wellness initiatives.
  • Provide flexibility in work hours and work-from-home arrangements for employees who may still be adjusting to the post-crisis environment or dealing with personal issues that arose during the disruption.
    
    
• Reassure Employees and Rebuild Morale:
  • Communicate openly and transparently with employees about the state of the organisation and the steps taken to recover from the crisis. Share the positive outcomes or lessons learned to help employees feel more engaged and confident in the organisation's future direction.
  • Hold team-building activities, virtual or in-person, to strengthen team cohesion, rebuild trust, and improve overall morale within the organisation. Acknowledge employee resilience and contributions during the crisis.
    
    
• Return-to-Work Support:
  • For employees who were working remotely or on altered schedules, ensure a smooth transition back to regular office operations (if applicable). This may include flexible arrangements for employees who prefer hybrid working models or need additional support to adjust.
  • Provide necessary physical or psychological resources to help employees adjust to the “new normal,” including re-establishing routines, work-life balance initiatives, and any ongoing well-being support.

4. Leadership & Succession Planning Adjustments

• Assess Impact on Leadership Roles:
  • Review the crisis's impact on leadership continuity and senior staff availability. If there are gaps in leadership during the crisis, immediately assess the need for interim leadership, promotions, or succession-planning adjustments.
  • Ensure all key leadership roles are filled with qualified personnel, and consider any leadership development initiatives needed to build resilience for the future.
    
    
• Review Succession Plans:
  • Evaluate the effectiveness of existing succession plans. If key leaders or senior staff were absent or impacted by the crisis, update the succession plans accordingly.
  • Ensure the leadership pipeline is robust and that high-potential employees have opportunities for growth and development as part of SHINE’s long-term leadership strategy.

5. Training & Development Programs Resumption

• Restore Training and Development Programs:
  • Fully resume employee training and development programs that may have been put on hold during the crisis. Prioritise rescheduling or resuming delayed or disrupted training, especially critical skills training, to get employees back on track.
  • Evaluate the effectiveness of virtual or hybrid training methods used during the crisis and decide whether they should continue as part of SHINE’s future training strategy.
    
    
• Upskill Employees for Post-Crisis Needs:
  • Identify and prioritise any new skills required for the post-crisis recovery phase. For example, if employees are required to adapt to new technologies, provide follow-up training to ensure they can utilise them effectively.
  • Plan for ongoing professional development, ensuring employees are equipped to deal with any future disruptions and can continue to grow within their roles.
    
    
• Reassess Performance Metrics and Development Goals:
  • Review performance management systems to adjust development goals and KPIs for employees who may have been affected by the crisis. Set realistic, achievable goals for the upcoming period aligned with current organisational priorities.
  • Offer support to managers and employees in adjusting individual performance targets or development plans that may have been affected by the crisis.

6. Post-Crisis Evaluation and Continuous Improvement

• Conduct Post-Crisis Review:
  • Conduct a comprehensive post-crisis evaluation to assess the effectiveness of the recovery efforts. This should involve key HR team members, senior leadership, and other relevant stakeholders. Gather feedback on what worked well, what could be improved, and how the recovery process can be refined for future crises.
  • Document lessons learned and adjust HR continuity plans to include improvements based on the crisis experience.
    
    
• Implement Adjustments to HR Processes:
  • Based on the review, identify areas where HR processes could be enhanced to withstand future disruptions better. This may involve upgrading technology, streamlining HR operations, or improving staff training for crisis management.
  • Ensure that the HR department is better prepared for future crises by refining emergency response protocols, improving crisis communication strategies, and enhancing HR system backups.
    
    
• Strengthen Organisational Resilience:
  • In collaboration with other departments, enhance SHINE’s overall resilience and capacity to manage future disruptions. This could involve creating a culture of adaptability, where employees are encouraged to contribute ideas and solutions for handling future disruptions.
  • Ensure that resilience is embedded in SHINE’s long-term strategy, with proactive measures taken to mitigate risks and address vulnerabilities across the organisation.

By implementing these steps in the After T+24 Hours (Restore and Return Phase), SHINE Children and Youth Services will fully recover from the crisis and re-establish stability across HR functions.

The organisation will be able to resume normal operations, address long-term workforce needs, and strengthen its HR resilience to better prepare for future disruptions.

This phase ensures that the recovery is sustainable and that SHINE’s human resources are effectively supported and developed as part of the organisation’s continued mission to serve children and youth.

The Business Continuity Recovery Procedure for CBF-8 Human Resource Management & Professional Capability is a critical tool for SHINE Children and Youth Services to ensure HR functions remain operational during disruptions.

By following the structured approach outlined in this chapter—starting from proactive Pre-Crisis Preparedness, through immediate response within T+24 Hours, and leading to the complete recovery phase After T+24 Hours—SHINE can minimise operational downtime, maintain workforce engagement, and quickly return to delivering essential services to children and youth.

The procedures presented here emphasise the importance of preparedness, swift action, and continuous communication with employees.

They also highlight the resilience of SHINE’s HR systems, which can be adapted and strengthened through each disruption.

By implementing these guidance notes, SHINE will not only ensure the continuity of its critical HR functions but also position itself as an organisation capable of adapting to any challenge, safeguarding the well-being of its staff, and reinforcing its mission to serve the community.

As SHINE moves forward, it is essential to regularly revisit and refine these recovery procedures, learning from each experience and evolving to meet future challenges more effectively.

Ultimately, a well-prepared HR function ensures that the people at the heart of SHINE—its employees—are supported, resilient, and equipped to fulfil the organisation’s mission, even in the face of adversity.

 

 

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
eBook 3: Starting Your BCM Implementation
MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	CBF
CBF-8 Human Resource Management & Professional Capability
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

 

More Information About Business Continuity Management Courses

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