Records Management

1
Records Management

• Leadership and Management Skills
• Required to Successfully
• Lead and Administer a
• Records Management Program

2
Records Management Leadership

• Objectives
• Discuss RIM leadership and management
• requirements
• Review through discussion traditional and
  emerging trends in RIM
• Review and discuss challenges for Leadership and
  Management

3
Leadership and Management

• Leadership
• - Developing a vision for the program
• - Inspiring dedication, exhibiting passion for
  the cause
• - Generally effecting progress and change

4
Leadership and Management continued

• Management - Administrative endeavor of
  organizing people and resources to get work done
  everyday, requiring planning, control and
  attention to details.

5
Leadership and Management continued

• Note! Skills need for both Leadership and
  Management are similar, often overlapping and
  in some cases, are of necessity blended and
  required from a single individual.

6
Management of a programnever was easy and never
was overwhelming

• RIM used to be simple
• The definition of a Record
• Used to be a settled, well understood concept.
• Defined in law or administrative guidelines.
• Fixed tangible and relatively easy to distinguish
  from non-record.

7
Management of a programnever was easy and never
was overwhelming continued

• 2. Relatively coherent, straight-forward
  professional field with professional guidelines,
  canons of good practice, and reliable traditions
  that people in the field followed confidently
  and that shaped their work.

8
Management of a programnever was easy and never
was overwhelming continued...

• 3. The predictability, orderliness, sense or
  measurable accomplishment and service image were
  traits that attracted people to the work and
  helped make it satisfying.

9
Traditional and Emerging Trends for Records
Management

• Traditional
• Record is well defined
• Emerging Trends
• Record will continue to
• be redefined

10
Traditional and Emerging Trends for Records
Management continued

• Traditional
• RM is clearly defined
• Emerging
• RM is blending with other information management
  processes.

11
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Plan, Supervise, Direct
• key terms
• Emerging
• Sense - and -respond,
• coordinate, empower

12
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Change is slow, linear,
• more or less predictable.
• Emerging
• Change is rapid, turbulent,
• unpredictable

13
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Customers are
• well defined
• Emerging
• Customer group
• is constantly
• changing

14
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Tradition is a reliable
• source of guidance
• Emerging
• Moving beyond traditional
• approaches are a
• constant challenge.

15
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Work is well-defined and
• measurable.
• Emerging
• Work is less structured,
• less defined, more
• fluid.

16
Traditional and Emerging Trends for Records
Management continued

• Traditional
• Techniques are prescribed
• Emerging
• Improvisation is an
• important part of the
• work.

17
The Quantity of Records and Information is
Increasing

• Avalanche of information generated continues to
  increase.
• Amount of e-mail, e-commerce, Internet traffic,
  Web sites and paper and electronic books journals
  and research information on the rise.
• Challenge is to manage and share the vast
  quantities of information we have
• Technical capacity exist - what is needed is more
  attention to the management of vast quantities of
  information.

18
Nature of Information and Records is changing

• Traditional definition - records as
• things that are fixed, recorded and
• tangible has unraveled.
• Redefinition is still being developed
• many believe a record is something
• that embodies context, content,
• function, and documents a
• transaction.

19
Customer Expectations are Changing

• Moving from a traditional secondary function
• contributing to efficiency and economy to
• a desired function - for on - demand
• information instant access to pertinent
• information.
• Note! Slow, difficult-to-use, unresponsive
  information systems are
• likely to inspire impatience, resentment and a
  demand for something
• that is faster and more streamlined.

20
Customer Service Expectations

• Right here, right now
• Tailored for me.
• Served up the way I need it and like it.

21
Workforce Changes

• People entering the job market today can expect
  to hold nine jobs before age 32.
• Staying with a company or department throughout
  ones career seems outdated.
• Young professionals want -
• - good wages,
• - security
• - opportunities to advance.

22
Workforce Changes

• Equally or more important is the opportunity to
• - Learn
• - Grow as a professional
• - Collaborate with inspiring colleagues
• - Be part of a productive team
• - See results from work efforts
• - Work within a group that has a clear vision and
  mission.

23
Managers DREAM Employee

• Technically gifted
• Interested in staying on top of the game
• Good at dealing with the broad user community.
• Able to come up with technical solutions to
  business problems.
• Years of experience to truly understand the
  business.
• Pleasant
• Hard working
• Balanced
• Note!
• Programs that are not perceived as sedate or
  static will be at
• a distinct disadvantage in the competition for
  talent

24
Challenges for Leadership and Management

• 1. How to avoid being misunderstood,
• marginalized, bypassed.
• - Say what you do and do what you say.
• - Become the functional expert to work among
  other experts.
• - Stay involved with your RM
• program customers.

25
Challenges for Leadership and Management

• 2. How to keep up with (and ahead of) the
  customer...
• Touchstones for RIM
• - Access - rising expectation for easy, quick
  access to well-organized,
• easy-to-use digital information.
• - Speed - Increasingly, people expect to get
  information they need
• with a minimum of delay.
• - Pertinence - Busy professions desire
  information that bears directly
• on the topic or problem at hand.

26
Challenges for Leadership and Management

• 3. How to get the resources needed to carry out
  the work.
• Tight-fisted budget analysis often ask three
  confounding
• questions.
• How does RM contribute to the bottom-line
  fiscal/profit-and loss situation of the
  enterprise?
• Isnt this essentially about handling paper or
  computer disks and tapes, and how complicated and
  resource demanding can that be?
• What are the demonstrative benefits if we
  increase the RM programs resources and the
  detriments or problems that will plague us if we
  dont?

27
Challenges for Leadership and Management

• 4. How to inspire attention to information
• longevity in a climate of instant
• gratification and present mindedness?
• Trend - The continuing long-term value of
  information tends to be
• overlooked.
• Countervailing Trend - Use of records and other
  information in
• litigation. Numerous examples of corporate
  electronic records, often
• unscheduled and poorly managed coming back to
  life during the
• discover phase of litigation and determining
  how judges and juries
• decide cases.

28
Knowledge and Expertise Expectations for Today
and Tomorrows Records Managers

• Digital technologies
• Human computer interaction
• Integrity of electronic data
• Data warehousing
• Information management policy
• Knowledge management

29
RM

• Can not operate in isolation
• Need core expertise and enough related area
  expertise to understand how they impinge on and
  affect RM
• Continues to be the voice of reason and common
  sense

30
RM Program Points of Departure

• Senior Management Support
• Information Management Policy and Procedure - the
  philosophy, statues, regulation, standards that
  guide the creation, management and use of
  information.
• Mission - The RM Program exists to provide cost -
  effective advisory services, education, and
  support for the creation, management, use and
  disposition of all records of the company.
• Operating Principles - define limits of action,
  specific behaviors, prescribed ways of proceeding
• Strategic planning -
• who - documents delineating expectations,
  assigns responsibility for who or what unit will
  get the work done, and defines how things will be
  done.
• how - lays out approaches, means and
  directions.

31
Sense and Respond Strategy

• Sense -
• Continuous inflow of data and information
• about issues, conditions, opportunities and
• needs is essential.
• Interpret - Putting the data into context,
• giving it meaning, and transforming it into
• useable information.

32
Sense and Respond Strategy continued

• Respond -
• Decide by using the insights gained from
• interpretation
• Make a strategic decision about the course
• of the service or business process
• Including desired outcomes and allocating
• resources.
• ACT - communicate the decision through
• command, request, suggestion or other
• action.

33
Interactive Partner?

• All of us have many choices
• Be a well-defined service, advisory, and
  regulatory role provider
• Partnership, cooperation, and coordination role.

34
The Interactive Partner Requires

• - Flexibility
• - A good sense of timing
• - A good sense of how
• information requirements
• mesh with departmental
• priorities

35
The Interactive Partner Focus

• 1. The formally constituted
• advisory committee.
• 2. Special Emphasis on priority
• customers - those who
• represent the largest risk.
• 3. Key offices - Legal council,
• budget analysis, auditors,
• technology experts.

36
Technological Proficiency

• RM program leadership must
• Maintain an understanding of
• the role of information technology
• Limits
• Optimal Applications

37
Technological Proficiency Techniques

• Being on top of changes in the field
• Leading literature and the best professional
• practices
• Aware of capabilities of the most important
• information technology that is relevant to the
  
• program
• Having a sense of what to advocate by way of
• changing applications.
• l

38
Securing and Maintaining Program Resources

• Different arguments for different budgetary
  elements
• - One time expenditures
• - Outsourcing
• - Commitments for ongoing
• resources

39
Securing and Maintaining Program Resources
continued

• Our work is growing!
• - Metrics
• - Objective evidence

40
Securing and Maintaining Program Resources
continued

• Our needs are simple and clear!
• - Make the case in a
• straight forward
• manner.

41
Securing and Maintaining Program Resources
continued

• Serving enterprise-wide objectives
• Tie budget request to
• strategic plans
• Strategic plans to the
• organizations strategic
• objectives

42
Securing and Maintaining Program Resources
continued

• Money well spent!
• - Demonstrate that the resources requested are a
  good investment.

43
Securing and Maintaining Program Resources
continued

• Benchmark and professional standards
• A little help from our friends
• - Get others to endorse or make the case for the
  request.
• Persistence counts- Stick with it.