Records management is a frequently referenced yet often downplayed function that is increasingly appearing on the radars of CEOs, COOs, and CIOs at major corporations. Until now, records management was considered by some to be a back-office support function—relegated to the desks of folks who work in the dark corners of an office called the “file room,” where they handled musty files, fireproof safes, and these things called microfiches. Records management (RM) has been associated with the final resting place for the documents that were no longer required or documents that did not have any other home. In addition to paper, sometimes these “records” have even included shoes, tote bags, umbrellas, and family pictures, all stowed in record storage boxes marked “indefinite” retention, stored at the company’s expense.

The good news is that enterprise-wide records management is slowly coming out of its shell, so much so that one recent CIO we spoke with cited records management as one of his top three priorities for the year. Visibility is great when it comes in the right dosage, so with records management it is critical that both records managers, executive leadership and everyone in between, understands the key strategic value, the business value, the ROI timeline, and the investments required in order to execute a sound records management program.

In a series of articles, we will detail records management, not just as a theoretical subject but the practical “been there” lessons garnered through our experience implementing large-scale enterprise records management systems. We hope to provide you with realistic suggestions, ideas, solutions, and recommendations that will assist in your records management implementations while maximizing the value and return on your investment. These apply just as well to large-scale enterprises as to small to mid-range companies.

What is Records Management?
Let us start with the basics, what is really records management? There are many definitions available, but in essence, records determining how long records need to be kept, storing the records in a secured repository, providing controlled access to records, and disposing of the records in accordance with the retention schedule. This orchestrated effort provides a tangible business value to the enterprise. This last facet is the cornerstone of any successful records management program.

Thus, it is not difficult to understand what records management is nor why it is important. However, the challenge facing corporations is to establish and maintain a sound records management program that is effective, yet not cost prohibitive, and that meets the business and regulatory requirements without interfering with day-to-day work. Most importantly, implement a records management program that does not require a whole new department with a large headcount just to keep running.

Establishing the Program
Why do we need records management? Establishing a program without clear-cut and specific objectives is tantamount to throwing money at an idea, hoping it will dig in its fingernails and stick. Besides the obvious goal of “managing records,” what will the program bring to the table? Is it business efficiency? If so, what are the assessable efficiencies? Is it cost savings? If so, are these quantifiable with hard data? Is it the regulatory landscape? Then, what are the specific regulations? Putting these questions in perspective will help everyone sleep better at night, knowing that the investment has been made in a program that is in line with the expected results.

What business problem are we solving? Records management will not be adequately funded nor supported unless the business and in turn the executive management understand the intrinsic value add to the bottom-line. It is therefore critical for records managers and program sponsors to establish a clear, measurable baseline for implementing records management

Is it because there has been an executive-level mandate? Is it due to legal or regulatory issues? Companies, before starting on the records management journey, company should review the legal, business, and regulatory landscapes, and establish the two or three specific regulatory goals that the records management program will achieve.

Are we doing it because everyone else is doing it as well? It will surprise the reader to know that some are implementing records management simply because they think it is the “right” thing to do—their records are scattered all over, there is no accountability, and perhaps there are litigation issues. Hence a records management program becomes a logical solution, but in reality they don’t necessarily dig deep through the obvious to discover the specific business problem and the resulting benefits that records management will afford. A great example of a specific business problem that would be solved by a sound records management program is a directive to implement records management to reduce costs of offsite storage by $1.5m over 3 years by identifying and eliminating offsite storage of non-records.

Setting Up For Success
Some of the frequent issues faced by corporations in the process of implementing a records management program include:

Strong buy-in from senior management

Clear cut directives to line managers on role and responsibilities

One time program, i.e. forgetting the “manage” part of records management Successful records management can be implemented only if business units buy into the benefits to be derived from a sound records management program. In order to accomplish this, the records management team must ensure that business managers have been well informed of the value added to their processes in terms of information accessibility, data authenticity, and record security. The perspective of business managers should be to view records management as an advantage, not as a detriment.

It is therefore imperative for the records management team, in turn, to understand how the business works and what value they can bring to the table, rather than simply to attempt to enforce records management.

To ensure executive support for the long term, specific timeframes for achieving the records management goals should be established and these timeframes should be tied to the funding for the program. This will ensure that the desired goals and objectives are being met within the stated timeframe and provide a clear cut ROI roadmap.

As the program starts up, clearly articulate its vision and strategy of the program to ensure that all participants are on the same page. Key activities that should be accomplished by the program management team during startup are:

Establish principles. The program management team should agree upon, communicate, and reinforce a set of guiding principles for the RM program as a whole.

Motivate Stakeholders. The program management should work with stakeholders to motivate and reinforce the importance and success of the RM program.

Promote Business commitment. The program management team should encourage business stakeholders to understand the importance and benefits of the RM program, and thus promote commitment from business units.

Demonstrate support. Program sponsors should show visible and active leadership support for the change required, and help to mitigate resistance to the changes.

The Governance Factor
A sound records management program requires a dedicated governance structure in place. To support understandable, effective, and efficient records management governance, it is critical to establish a common understanding of the processes and principles that govern the operation and oversight of the RM effort. These include:

The governance roles for records management

The primary responsibilities associated with those roles

Key processes necessary for effective governance The scope of the records management governance should include all activities executed within the ERM program including the following:

Review and prioritization of all activities in the development, deployment, operations, or support of the ERM system.

Review, approval, and prioritization of all requested changes to the RM system.

Review and provide input to any changes to the RM policies and the timing of RM policy changes to ensure policy changes can be effectively implemented (either within the RM system or by a workaround with legacy environments as applicable).
An integrated records management team model that includes compliance, legal, operations, and technology working together around a governance structure, with common objectives and coordinated through the records management program office, will help to achieve the best results. The program cannot be successfully executed by just one of these functions alone.

A steering committee comprising key stakeholders from corporate, business units, legal, compliance, technology, and record management groups is required to enable a sound RM program. The steering committee should meet (every two weeks recommended) to:

Review and provide the overall direction, planning, organization, processes, procedures, and management of the RM program.

Ensures the project teams are fully meeting expectations

Routinely reviews overall project status and deliverables

Review and provides risk mitigation and deployment strategies

Provides guidance on deployment strategies

Approves and signs-off on deliverables.

A sound records management program therefore requires a concerted effort on the part of all players to orchestrate various activities and work together to “make it happen.”

In the next article, we will discuss six key lifecycle steps to a successful records management implementation. We welcome your feedback on the article, suggestions for improvement and any topics that you would like for us to cover in the future. Contact us at desilva_nishan@yahoo.com and gvedn@comcast.net .