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Manual for the Design and Implementation of Recordkeeping Systems (dirks)

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Train staff to use new or redesigned systems
Example: Innovative training methods
Tip: Training should be offered for all relevant personnel
Example: Training strategy incorporating regional areas
Introduce new or revised processes, documentation and responsibilities
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Train staff to use new or redesigned systems


Training is probably the most common method of implementing your DIRKS projects. Information on choosing methods of training and writing training courses is provided in Step F. Training programs should be well-planned, explicitly supported by management and delivered in a timely manner. 

The actual implementation of training is also very important to consider carefully. If delivering training internally, you should ensure that:
  • rooms or spaces away from the normal office environment are available for training and are conducive to learning
  • regular breaks are planned and there are changes in presentation styles to keep the audience interested
  • group sizes are suitable for the type of training being offered. More difficult concepts may require smaller group sizes so trainers can provide more personal attention
  • trainers are knowledgeable about the subject matter 
  • trainers are dynamic communicators who can adapt to different levels of audience understanding. 

Try to find innovative means of delivering your message that will keep your audience interested. 

 

^ Example: Innovative training methods

One organization used a range of techniques to deliver face-to-face training for their staff. They started with an informal, anecdotal talk to deliver the message that poor recordkeeping can adversely affect the organization. They also focused their training around 3 key themes and had visual symbols for each of the themes so people would remember them. The organization also used games, bedtime stories, competitions with prizes and quizzes. All these techniques made the training fun and made the participants more responsive to further training initiatives.

 

^ Tip: Training should be offered for all relevant personnel

Remember that training in recordkeeping systems should not only be for full time staff. Part time staff, casuals, consultants and contractors all create records and interact with systems and should also be trained.

 

[Drafting note: ARMS would like to include other examples/model training courses. If anyone has examples they consider suitable, and is willing to share, they would be greatly appreciated].

Training needs to be offered on a reasonably regular basis as staff change over time and existing staff need to be reminded of their responsibilities. Innovative ways of working around budget restrictions may also be required.

 

^ Example: Training strategy incorporating regional areas

Steps D and E discussed the example of an organization which had identified problems with its management of its licensing agreements.  

It was identified that training in the use of the licensing system was regularly conducted in central office. In the regional offices, however, staff have not been adequately trained in system use and also do not have copies of up to date system policies and procedures. 

In Step E the organization decided to adopt the implementation strategy and undertake concerted training to ensure all staff are aware of how the licensing system operates and the requirements surrounding license management. 

In Step F the organization developed a training strategy that said training had to be regularly conducted in the regions, it had to be consistent across all offices and it should be presented by organizational staff with a good understanding of the licensing process. 

To implement the training strategy in Step G, the organization offered a program of annual training across their offices. To make this cost effective, the organization brought a representative from each of its regional offices to central office for two days each year. These representatives and their central office colleagues were educated on system changes and given a refresher course on best practice. They had a lot of unstructured discussion time during the course of the two days where they could discuss as a group the issues they were facing and determine best practice solutions. 

The week after they returned to their offices, regional staff were required to give a series of presentations to all staff of their office on system changes and any other knowledge they learned during their time at central office. At these meetings they distributed any updated policies and procedures that had been developed to ensure that these could be effectively implemented by all staff. 
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Introduce new or revised processes, documentation and responsibilities


In Step E you may have identified the need for:
  • new business processes or revision of existing business processes
  • new policies, procedures, guidelines or business rules, or
  • new or revised allocation of responsibilities to staff for particular recordkeeping tasks and issues.

These will be designed in Step F and need to be introduced and distributed to staff in Step G.

Training is often a suitable time to: 
  • introduce policies, procedures, guidelines or business rules and responsibilities that apply to the department/section as a whole
  • reinforce managerial commitment to them, and 
  • clarify any misapprehensions and reduce concerns. 

Training can also contribute to the revision of these documents over time, allowing them to remain an ongoing resource.

If there are business processes, documentation or responsibilities that apply only to certain groups or individuals within the department/section, they could be addressed in:
  • smaller, tailored training courses for the groups in question, or
  • discussions within the areas affected.

Step G can involve implementation methods other than training programs. It is also concerned with implementing frameworks that enable recordkeeping to be effectively managed and recordkeeping advice to be provided, long after the training courses themselves are over. In addition, you may have identified other needs, as part of the implementation strategy, where training is not an appropriate method of implementation. 

 

Example: Implementation of needs that do not require training
  • The need to lock particular storage areas.
  • The need to remove hard drives from computers so staff to do store files there.
  • The need to document responsibilities in position descriptions.
  • The need to monitor documentation of business practices.

The reasons for these measures should be communicated to staff. However, it may be more appropriate to introduce them with an email message or statement rather than the provision of a training course.