[BCM] [MOM] [E3] [PD] [CBF] [5] Policy Formulation and Strategic Manpower Planning

CBF-5: Policy Formulation and Strategic Manpower Planning

This document outlines the business continuity recovery procedures for the critical business function (CBF-5) of Policy Formulation and Strategic Manpower Planning at the Ministry of Manpower (MOM).

This function is essential in guiding and shaping the country's manpower strategies, ensuring that the policies developed are effective, aligned with market needs, and responsive to economic changes.

In times of disruption, it is critical to quickly resume and recover these functions to maintain the government's ability to manage workforce policies, monitor labour market trends, and engage key stakeholders.

The procedures below detail the steps required to ensure business continuity and recovery for the Sub-CBFs under CBF-5.

WHAT: Description of the Function

CBF-5 involves the formulation, implementation, and continuous evaluation of policies aimed at shaping and managing the labour force in alignment with national goals.

This encompasses a wide array of tasks, including environmental scanning, labour market analysis, policy development, strategic workforce planning, stakeholder engagement, and monitoring outcomes.

The critical nature of CBF-5 lies in its direct impact on the country’s economic growth, workforce sustainability, and societal well-being.

The following Sub-CBFs are integral to this function:

• CBF-5.1 Environmental Scanning & Labour Market Analysis
• CBF-5.2 Policy Development & Formulation
• CBF-5.3 Strategic Workforce Planning & Scenario Modelling
• CBF-5.4 Stakeholder Engagement & Consultation
• CBF-5.5 Policy Implementation Planning
• CBF-5.6 Monitoring, Evaluation & Feedback Loops
• CBF-5.7 BCM Integration and Contingency Policies

Pre-Crisis: Preparation and Readiness

The Pre-Crisis phase is a critical period for building resilience and ensuring that CBF-5 Policy Formulation and Strategic Manpower Planning are well prepared to respond effectively to potential disruptions. 

Proactive planning, risk mitigation, and continuous training during this phase are essential in minimising the impact of crises and enabling rapid recovery.

The goal of this phase is to implement preventive measures, create contingency plans, and ensure that all resources, systems, and personnel are ready to act immediately when a disruption occurs.

Risk Assessment and Crisis Preparedness

Risk Identification and Analysis

• Conduct Comprehensive Risk Assessments:
  • Identify potential internal and external threats to the policy formulation and manpower planning functions. This includes technological failures, natural disasters, cyber threats, and geopolitical events, significantly impacting.
  • Regularly assess the vulnerability of critical processes within CBF-5 to these threats. For example, identify which policy development activities are most significantly impact significantly impact l stakeholders.
• Assess the Impact of Risks:
  • Evaluate the potential impact of each identified risk on the Ministry’s ability to perform its core functions. For instance, a disruption to the IT systems supporting labour market analysis would have a significant impact on workforce planning and strategic policy formulation.
  • Prioritise risks based on their likelihood and potential impact, ensuring that the most significant risks are addressed first in the preparedness and recovery planning.

Develop Crisis Scenarios

• Create Crisis Scenarios for Policy Formulation:
  • Develop potential crisis scenarios that could disrupt the Ministry’s policy formulation and workforce planning processes. For example, a cyberattack on data systems, a sudden shift in labour market trends, or political instability.
  • Create response strategies for each scenario, outlining specific steps that the Crisis Management Team (CMT) will take to mitigate the impact and continue critical policy functions during the disruption.
• Simulate Crisis Response:
  • Conduct regular crisis simulation exercises to practice responses to these scenarios. Involve key personnel from all Sub-CBFs (CBF-5.1 to CBF-5.7) in the exercises, testing their ability to follow the recovery procedures and adapt to the crisis.

Business Continuity Planning for CBF-5

Develop Detailed Continuity Plans

• Prepare a Business Continuity Plan
  • Draft a comprehensive BCP for CBF-5, clearly defining the steps required to maintain critical operations during a disruption. This plan should detail the recovery procedures for each Sub-CBF, such as policy development, workforce analysis, stakeholder engagement, and strategic workforce planning.
  • The BCP should include:
    • Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) for critical functions.
    • Clear guidelines for resuming operations within the first 24 hours (resumption) and full recovery beyond that (after T+24 hours).
    • Roles and responsibilities for personnel in the event of a crisis.
• Establish Redundancy Measures
  • Identify key processes and systems within CBF-5 that require redundancy, such as data backups, alternative communication methods, and backup personnel.
  • Implement a system of dual controls for critical functions, ensuring that if one resource becomes unavailable (e.g., a key policy team member or an IT system), a backup resource is in place.
  • Ensure that cloud-based platforms, external contractors, and other resources can be accessed during a disruption.

Documentation and Process Mapping

• Map Critical Processes
  • Clearly document all critical policy and manpower planning processes within CBF-5, including decision-making workflows, communication channels, and approval processes.
  • Create flowcharts or process maps to visualize these processes, ensuring that in the event of a disruption, teams can follow a step-by-step guide to maintain continuity and recover critical functions.
• Identify Vital Records and Systems
  • Ensure that all essential policy documents, labour market data, strategic workforce plans, and other critical records are properly stored and protected.
  • Implement a records management system that includes regular backups, access control, and encryption to protect sensitive data.
  • Develop clear protocols for retrieving these records during a crisis, ensuring that key documents are always accessible even during disruptions.

Resource and Personnel Readiness

Staff Training and Awareness

• Establish Training Programs:
  • Conduct regular training programs for all relevant staff on business continuity, crisis management, and the specific recovery procedures for CBF-5. This should include training on roles and responsibilities during a crisis, how to use backup systems, and how to engage stakeholders during recovery.
  • Train staff on the importance of data integrity, policy confidentiality, and crisis communication, ensuring that all staff members understand the risks and their roles in ensuring the continuity of operations.
• Conduct Crisis Management Workshops:
  • Run crisis management workshops to prepare personnel for responding to disruptions. These workshops should include both theoretical knowledge and practical exercises, such as mock crisis scenarios that simulate a loss of critical functions.
  • Create a culture of preparedness by encouraging staff to regularly assess and update their emergency procedures and workflows.

Key Personnel and Succession Planning

• Establish a Key Personnel Roster
  • Identify critical personnel in the CBF-5 functions and ensure that they are trained in their roles within the business continuity and crisis management process. These personnel will be responsible for overseeing recovery operations for their respective Sub-CBFs.
  • Develop succession plans to ensure that in the event of key personnel being unavailable, backup staff can quickly take over their responsibilities without disrupting operations.
• Cross-Training and Backup Staff
  • Cross-train staff on critical tasks within CBF-5, ensuring that there are multiple qualified individuals available to take over key functions if necessary. For example, ensure that more than one person can perform labour market analysis or develop policy proposals.
  • Assign backup personnel for each critical role and ensure that these individuals are familiar with the essential systems, tools, and workflows necessary to keep operations going in a crisis.

External Resource Management

• Engage External Consultants and Contractors
  • If certain functions of CBF-5 require external expertise (e.g., specific policy development or stakeholder consultation), establish agreements with third-party consultants and contractors who can be quickly mobilized during a crisis.
  • Pre-arrange service-level agreements (SLAs) with external resources to ensure they can provide the necessary support within specified timeframes during a crisis.

Technology and Infrastructure Readiness

IT Systems and Tools

• Regular System Audits and Updates
  • Conduct regular audits of IT systems that support critical processes within CBF-5, including labour market analysis platforms, policy formulation tools, and communication systems. Ensure these systems are up-to-date with the latest security patches and are functioning at full capacity.
  • Implement robust cybersecurity measures, such as firewalls, intrusion detection systems, and multi-factor authentication, to protect critical IT resources from potential threats like cyberattacks or data breaches.
• Ensure System Redundancy
  • Implement data backup solutions to ensure that critical policy documents, labour market data, and workforce plans are automatically backed up and can be restored in the event of a system failure.
  • Establish cloud-based solutions and on-site backups to ensure that critical systems are accessible even if primary servers or data centres are impacted.

Physical Infrastructure and Alternate Work Locations

• Ensure Availability of Alternate Work Locations
  • Identify and secure alternate work locations in case the primary office is unavailable. These should be equipped with the necessary IT infrastructure and resources to allow the team to continue critical operations.
  • Ensure that alternate work locations are regularly tested to ensure staff can seamlessly transition to these locations in the event of an office closure.
• Maintain Emergency Power and Connectivity
  • Implement backup power systems, such as generators or uninterruptible power supplies (UPS), to ensure that critical functions within CBF-5 are not disrupted due to power outages.
  • Maintain backup internet connectivity (e.g., through mobile data or satellite links) to ensure that communication and data transfer can continue if primary networks are down.

Ongoing Monitoring and Review

Continuous Monitoring of Risks and Resources

• Monitor External Developments
  • Continuously monitor external developments (e.g., global economic shifts, technological advancements, geopolitical events) that could impact the CBF-5 functions. This includes tracking trends in the labour market, government policy changes, or emerging threats like cybersecurity risks.
• Review and Update Business Continuity Plans
  • Regularly review and update the BCP to ensure it remains aligned with current risks, policies, and procedures. Update recovery plans as new critical functions, systems, or resources are identified.

The Pre-Crisis phase is the foundation of an effective business continuity plan for CBF-5 Policy Formulation and Strategic Manpower Planning.

By conducting comprehensive risk assessments, developing detailed recovery plans, training personnel, and ensuring resource readiness, the Ministry of Manpower can ensure a high level of preparedness and reduce the impact of disruptions.

These proactive measures enhance the Ministry’s ability to respond effectively to crises, minimising downtime and ensuring the continued formulation of policies critical to workforce resilience and national economic stability.

Within T+24 Hours (RESUMPTION)

The Within T+24 Hours (RESUMPTION) phase focuses on the immediate recovery of CBF-5 Policy Formulation and Strategic Manpower Planning operations following a disruption.

The goal during this critical period is to restore essential functions and systems as quickly as possible to minimise the impact of the crisis.

This phase involves initiating recovery procedures for the most time-sensitive business functions, ensuring continuity for key processes, and mitigating any risks that may threaten the long-term resilience of the Ministry of Manpower’s policy formulation and workforce planning activities.

Communication and Coordination

Activate the Crisis Management Team (CMT)

• Immediate Assembly of Key Personnel
  • Assemble the Crisis Management Team, including senior leadership, BCM coordinators, and subject matter experts for the Sub-CBFs. This team should oversee the entire recovery process and serve as the decision-making body for the resumption efforts.
  • Ensure that all CMT members are briefed on their specific roles and responsibilities in the recovery process.
• Assess the Situation
  • The CMT must conduct an initial assessment of the disruption’s impact on operations, identifying which aspects of CBF-5 have been most affected and prioritising recovery efforts accordingly.
  • Identify any immediate risks or operational bottlenecks that must be addressed within the next 24 hours to prevent further impact.

Notify Internal Stakeholders

• Internal Communication Plan Activation
  • Send a message to all relevant MOM staff about the disruption, including the steps being taken to recover operations, expected timelines, and any temporary changes to processes or workflows.
  • If applicable, inform internal teams about any temporary shifts in responsibilities or priorities while the recovery process unfolds.
• Set Clear Expectations
  • Clearly communicate the anticipated timeline for recovery and what is expected from each team within the first 24 hours. Establish key performance indicators (KPIs) for resumption activities to ensure efficiency.
• Communication Tools Setup
  • Ensure that the internal communication systems, such as emails, instant messaging, or collaboration platforms (e.g., Microsoft Teams, Slack), are fully functional and being used to facilitate constant updates and coordination.

External Communication

• Notify Key External Stakeholders
  • Notify external partners, such as government agencies, industry bodies, and other stakeholders involved in policy development or manpower planning, about the disruption and recovery process. Clearly communicate the impact on timelines and deliverables.
  • Maintain a professional and reassuring tone, providing stakeholders with updates on when they can expect to resume regular interactions or receive policy updates.
• Press and Public Communications (if necessary)
  • If the disruption has broader public or media interest, issue a carefully crafted press release or public statement addressing the disruption, its impact on policy processes, and the expected timeline for resumption. This should be coordinated through MOM’s public relations or media team.

Critical Function Resumption

Restore IT Systems and Tools

• Priority Restoration of Critical Systems
  • Begin the process of restoring essential IT systems, focusing on those that are directly involved in the Sub-CBFs related to policy formulation and workforce planning. These may include systems for labour market analysis, policy document management, and stakeholder communication.
  • Ensure that any backup systems (e.g., cloud platforms, secondary databases) are leveraged to speed up restoration.
• Test Data Recovery and System Integrity
  • Perform an initial test to ensure that all recovered IT systems are functioning as expected. Verify that policy documents, labour market data, workforce projections, and analysis tools are accessible and free from data corruption.
  • Conduct preliminary data integrity checks for any critical records to ensure that no loss or corruption of vital information has occurred during the disruption.

Re-establish Core Workforce Functions

• Resume High-Priority Policy Formulation Tasks
  • Begin by restoring the most critical policy formulation processes that have been interrupted, such as urgent policy revisions or updates in response to the disruption.
  • Ensure that senior leadership and relevant stakeholders are involved in the prioritisation of these tasks to avoid further delays.
• Re-activate Workforce Analysis and Planning
  • Resume the key workforce planning functions, particularly those that involve ongoing labour market forecasting, trend analysis, and strategic workforce projections.
  • Update any ongoing workforce models based on the latest available data to ensure policy recommendations remain relevant and responsive to the current environment.

Ensure Availability of Key Resources

• Activate Temporary Resources (if necessary)
  • If the primary resources or teams responsible for policy development or strategic planning are unavailable due to the disruption, deploy backup resources to cover critical tasks temporarily.
  • Leverage external consultants or part-time specialists to help with high-priority functions like policy drafting or stakeholder communication if needed.
• Allocate Staff for Urgent Tasks
  • Ensure that all staff are redeployed to address the highest-priority policy development and workforce planning activities. Reassign non-critical tasks or allow for temporary shifts in staff roles to focus on recovery.
  • Provide additional support where needed for departments or teams struggling to catch up on lost time.

Mitigation of Immediate Risks

Identify and Address Risks to Continuity

• Risk Assessment for Ongoing Disruptions
  • Conduct an immediate risk assessment to identify any potential risks that could further delay the recovery process. These may include risks to data integrity, system vulnerabilities, or workforce availability.
  • Use the risk assessment findings to develop short-term mitigation strategies that can be implemented within the next 24 hours.
• Implement Temporary Contingency Measures
  • If full system restoration is not possible within the first 24 hours, implement temporary contingency measures to enable critical policy functions to continue. These could include manual processing of data, simplified reporting processes, or direct communication with stakeholders to manage expectations.
• Monitor External Dependencies
  • If external agencies, contractors, or stakeholders are involved in the recovery process, actively monitor their contributions and progress to avoid further delays or complications. Ensure all external partners are aligned with the recovery timeline.

Documentation and Record-Keeping

Document Resumption Activities

• Log Critical Decisions and Actions
  • Keep detailed records of all actions taken during the resumption phase, including decisions made by the Crisis Management Team (CMT), the recovery steps for each Sub-CBF, and any deviations from the planned recovery process.
  • This documentation will be essential for the post-incident review and to inform the ongoing refinement of the BCM plan.
• Track Resource Allocation
  • Maintain an accurate record of all resources allocated to the resumption activities, including staff assignments, external resources, and IT system restorations. This will ensure efficient resource usage and help avoid any resource shortages or conflicts.

The Within T+24 Hours (RESUMPTION) phase is critical in quickly addressing the most immediate needs following a disruption, allowing the Ministry of Manpower to return to its core functions as swiftly as possible.

By prioritising communication, restoring critical systems, re-establishing core workforce functions, and addressing immediate risks, MOM can stabilise its operations and ensure that the essential aspects of CBF-5 Policy Formulation and Strategic Manpower Planning are back on track.

The success of this phase lays the foundation for the complete recovery of all functions and sets the stage for long-term resilience in future disruptions.

In the After T+24 Hours (RECOVERY) phase, the focus shifts from resuming immediate operations to fully restoring and stabilising all functions and systems to normal working conditions.

This phase is critical in ensuring the long-term sustainability of the Ministry’s policy formulation and manpower planning efforts. Below are the comprehensive recovery steps to ensure the full restoration of CBF-5 Policy Formulation and Strategic Manpower Planning:

System Restoration and Testing

1. Complete IT System Restoration

• Restore Full Functionality of IT Systems:
  • Ensure all IT systems that support CBF-5 Sub-CBFs, such as the Labour Market Forecasting System, Policy Databases, and the Stakeholder Management Platform, are fully restored.
  • If any IT systems were partially recovered or running on limited functionality within the first 24 hours, work with IT teams to conduct a full diagnostic check and complete the restoration to their full capabilities.
• Verify Data Integrity and Backup Restoration:
  • Validate the integrity of restored data by performing checks to ensure no critical policy documents, data analytics results, or workforce planning models are lost or corrupted.
  • Ensure that backups of important policy records and data, including labour market analysis reports, strategic workforce planning models, and feedback loops from stakeholders, are intact and fully restored from secure cloud or physical backups.
• Restore Communication Systems:
  • Ensure that all communication platforms are fully operational, including email servers, video conferencing tools, and internal communication channels used for both internal and external stakeholder management.

1. Conduct System and Process Testing

• Test Core Business Systems:
  • Run system checks to confirm that all critical tools for Sub-CBFs, such as policy formulation platforms, monitoring and evaluation systems, and data analysis tools, are fully functional.
  • Conduct simulated scenarios to test the full range of policy data inputs and outputs to ensure systems can handle real-time data and analysis.
• Test Collaboration and Reporting Tools:
  • Test all systems related to internal collaboration (e.g., document management systems, intranet platforms) and external reporting systems used to communicate policy changes and labour market insights to government officials and other stakeholders.
• Verify Security Protocols:
  • Perform checks to ensure that all systems are protected with up-to-date security patches, especially after recovery, to prevent any breaches or vulnerabilities that may have been introduced during the recovery phase.

Review and Reassess Policy Development

1. Evaluate Impact of Disruption on Policy Initiatives

• Assess the Status of Active Policy Projects:
  • Review any policy development processes or updates that were interrupted during the crisis. For example, identify any policy documents or strategic workforce plans that were in the drafting, revision, or approval stages during the disruption.
  • Evaluate the impact of any delays on stakeholders and the broader public, and assess if any policies need to be prioritised for quick review and approval to mitigate any ongoing effects of the crisis.
• Conduct a Gap Analysis:
  • Identify and address any gaps in policy or workforce planning that may have arisen due to the disruption. For example, if the crisis altered labour market trends or created new demands on the workforce, reassess the strategic workforce planning models to incorporate these changes.
• Re-evaluate Strategic Workforce Planning Models:
  • Reassess any existing workforce projections or scenario modelling tools that were impacted by the disruption. Incorporate updated labour market trends, shifts in employment patterns, and other disruptions caused by the crisis into workforce planning strategies.
  • Revise strategic workforce plans to reflect new economic realities or potential shifts in job market dynamics, ensuring alignment with national objectives.

1. Revisit Stakeholder Engagement

• Engage Key Stakeholders for Updates:
  • Reconnect with government agencies, industry leaders, trade unions, and other stakeholders to provide updates on the recovery and gather feedback on any policy or workforce planning adjustments made during the disruption.
  • Hold briefings or workshops as needed to re-establish strong communication lines with stakeholders who may have been affected by delays or policy changes during the crisis.
• Assess Stakeholder Feedback and Concerns:
  • Collect and analyze feedback from stakeholders to understand how they were affected by the disruption and any concerns they have regarding workforce policy changes. Ensure that these concerns are factored into the ongoing policy review process.
  • Revisit any stakeholder engagement plans, especially in the context of policy development and labour market consultations, to ensure that the Ministry’s strategies are responsive to current needs.

Post-Recovery Analysis and Report

1. Conduct a Post-Incident Review

• Assess the Recovery Process:
  • Hold a debriefing session with the Crisis Management Team (CMT) and all relevant stakeholders to evaluate the recovery process. This includes identifying areas where recovery was smooth and areas that required additional attention or resources.
  • Document the lessons learned, particularly focusing on gaps in coordination, system functionality, communication, and decision-making processes during the crisis.
• Identify Strengths and Weaknesses in the BCM Plan:
  • Review the performance of the Business Continuity Management (BCM) plan and identify any areas where it was effective or ineffective in restoring critical functions. Consider revising the BCM plan based on real-life experience and feedback.
• Gather Feedback from Staff and Stakeholders:
  • Collect input from MOM staff, policy teams, and external stakeholders to understand the effectiveness of communication and coordination during the crisis. Identify any improvements that could be made in the future.

1. Update Crisis Management and BCM Plans

• Revise the Crisis Management Plan (CMP):
  • Based on the post-incident review, update the CMP to reflect any new insights gained during the recovery. This includes refining roles and responsibilities, establishing new protocols for faster recovery, and ensuring that recovery timelines are achievable.
• Improve Continuity Procedures for Policy Formulation:
  • Ensure that any changes to the policy formulation process that were identified during the recovery phase are incorporated into the BCM plans. This may involve introducing redundancies or backup systems for key functions.
• Test Updated Plans:
  • Conduct a table-top exercise or a full simulation of the revised crisis management and BCM plans to ensure that the Ministry’s teams are better prepared for future disruptions.

The After T+24 Hours (RECOVERY) phase is crucial for restoring all systems, policies, and processes affected by a crisis, ensuring the Ministry of Manpower’s continued ability to formulate and implement effective workforce policies.

Through thorough system restoration, reassessment of policy development, and a detailed post-incident review, the Ministry can improve its readiness for future disruptions.

By learning from the recovery process, MOM can strengthen its BCM and crisis management plans, ensuring long-term resilience and maintaining the strategic manpower planning that is vital for national progress.

In conclusion, the recovery procedure for CBF-5 Policy Formulation and Strategic Manpower Planning ensures that critical manpower policies and functions are quickly restored in the event of a disruption.

Proactive preparedness, timely resumption within 24 hours, and complete recovery beyond that period are essential to maintaining national manpower strategies and ensuring that policy development, workforce planning, and stakeholder engagement continue seamlessly.

This recovery plan helps safeguard the country’s economic and workforce resilience, enabling the Ministry of Manpower to adapt to challenges and deliver on its mission effectively.