FAQ – How many Record Types is too many?

When providing consultancy services for EDRMS one of the first records management items reviewed is the Record Types; how many, their purpose and their structure.  Commonly the consultant’s recommendations will include reducing the Record Types, which leads to the question of how many Record Types is too many? The assumption is made there is an appropriate number of Record Types.  There is not.  However there are risks to the ease and quality of recordkeeping when excessive and unnecessary Record Types existing in the stockpile. Record Types, like all records management items, require some maintenance, but generally they are low care in relation to managing items such as Locations and Profiles.  Occasionally the settings of Record Types are documented in a spreadsheet to protect against the risk of someone making changes the original settings being lost.  On the odd occasion Notes are wisely used to explain […]

Key Findings Report: Common Challenges in Information Management

In December 2014, aligned with the Linked Training HP RM8 “What’s New & What’s Next” event, we took the opportunity to run an Industry Benchmark Survey. The main participants were Record Managers and Administrators using a TRIM or RM EDRMS, who responded to a range of questions related to personal development, technology plans, and change management challenges. The survey purpose was two-fold: To provide benchmark knowledge to assist industry professionals in future decision making and business cases, and To ensure our service and product development plans are aligned with industry requirements. A survey provides some pieces of the complete jigsaw puzzle that is the information management puzzle, and this must be pieced with existing knowledge and experience. In this report the survey feedback is united with real industry experience to provide a more accurate picture of what is being achieved. The survey was divided into […]

Skill Development Map for Digital Recordkeeping

Establishing digital recordkeeping within an organisation requires a diverse range of roles to develop technical, information management and/or leadership and change capability in order to transform recordkeeping practices. The Skill Development Map provides a summary mapping of the roles integral to success in these projects, the skillsets required, and the training courses recommended. Details of all courses are available on www.LinkedTraining.com.au. The complete skill development pathway will include training, coaching and on-the-job skill development. Typically individuals will develop competency through a blend of these methods and attendance of conferences, networking, etc. Training provides the bedrock for gaining skills, knowledge and the required attitude, and the formal structure of organised training provides learners with coherent and comprehensive coverage of a topic, which is rarely attained through informal, unstructured learning. The Skill Development Map specifically addresses the requirements of digital transition programs or projects. Experience throughout Australia […]

FAQ – What is the HP RM8 Experts Series?

Records and information management is complex in this digital age.  Practically all public offices use an EDRMS, with HP TRIM being the market preference, to apply records management standards (and many additional standards) within the highly configurable EDRMS software.   As the industry upgrades to HP RM8, the requirement, and the capability of the system, to deliver users an intuitive, appealing and practical configuration is higher than ever in the past. HP RM8 has set new standards in the capability to provide organisations with a business tool that supports corporate strategy and business unit effectiveness.  But how many current Administrators really know the principles, application and implications of the complex decisions throughout the system? Traditionally records and information staff with Administrator responsibilities have completed the HP TRIM/RM8 Administrator course.  This course provides a comprehensive overview of the purpose of all objects and items, and an overview […]

FAQ – Which Recordkeeping Qualification Level is right for me?

There is an increasing recognition of records and information management as a professional career.  In the progression of that career, both vertically, and in relation to technology and corporate demands, skill development is necessary.  The Australian Quality Training Framework (AQTF) provides access to tertiary education for people entering the industry, or currently employed in the industry.  But there are multiple levels of qualification, so how do you make the decision regarding the appropriate level to start your records management qualification pathway? There are four qualifications specific to records and information management in the AQTF[i]: Certificate III in Recordkeeping Certificate IV in Recordkeeping Diploma of Recordkeeping Advanced Diploma of Recordkeeping Within these qualifications the necessary skills, knowledge and attitude are contained to be a competent operator in a wide range of position levels.  Naturally it seems sensible to commence a career path by completing a Certificate […]

Big Bang = Big Risk in EDRMS

For over 10 years organisations have been rolling out EDRMS software across their businesses with the goal of achieving a full transition to digital recordkeeping.  For that same period of time Linked Training has been delivering EDRMS training to the records staff and end users of the software.  We’ve participated in, researched and monitored projects from 12 staff to over 10,000.  No one project has been the same, partially because no single organisation replicates another in enthusiasm of staff (generally low, but there are exceptions), records management maturity, skills of the records team, etc. Our experience tells us EDRMS rollout projects can be classified into two camps; Big Bang and Slow Roll. Big Bang projects are high risk, so when they are successful there is a lot of back slapping and promotion, which is deserved.  They attract attention and are spoken of at conferences and […]

Thanks for Making Me Think

People like to be thanked for the work they do, even if sometimes it’s against our learned behaviour to be demonstrative when receiving the thanks. “Thank you” is the most basic form of reward, and its given added value when the person thanking is specific about why they are grateful. “Thank you for listening while I sorted out that problem in my head” clearly recognises what was valuable about the contribution. Four times in the past fortnight I’ve been specifically thanked for something which is important to me. “Thank you for opening my mind to the alternatives. You’ve made me think differently. I can see how to achieve this.” The reward for me is seeing people who have become burdened by the enormity of the projects they are involved in, and find themselves trapped by insufficient experience (in the project, management or technology), become people […]

The 5 Delicate Fragments of Change Management

My world is about to change, and it got me thinking about the fragmented way in which change needs to be managed for business systems. Within the next 12 months Linked Training will install a new training management system. This is the core business system for our organisation, and the change will impact every staff member, and provide our clients with some changes as well (such automated diary entry of booked training). In general our staff are enthusiastic about this change. At the current rate of technology advancement there will be a similar significant system change in most organisations within the next 3 to 5 years. The level of actual change will vary, and the level of apprehension about it will also. I like to think I have the benefit of being part of similar transformation projects every day; of a bird’s eye view of […]

Developing Personal Leadership – If not you, then who?

On multiple occasions in the past month I have been confronted with “I’m not a manager, and so I have no authority in that area”.  Each of my partners in conversation has used the statement to abdicate responsibility for action on their part.  Yet when asked “if it’s not you who can make this happen, then who?” the answer has conclusively been there is no one else with the appropriate skills and knowledge to support the decision making required. Firstly, managers who rely solely on the authoritarian dictatorship approach of “I told you, so just do it”, quickly become unpopular and managers of a passive/aggressive or subversive team.  Not a place anyone should be aspiring to be. People who make change happen are leaders.  Leadership is not the construct of title or pay rate.  It involves you acting to empower other people to willingly achieve […]

Communication: Who’s Responsible?

There is a common saying in reference to communication: “Communication is always the responsibility of the sender”. Is this always true? What is the responsibility of the recipient? Like many things in life the onus of responsibility is not black and white. Communication can be conveyed by many channels; face to face discussion, presentations, emails, reports, videos, etc. Some of these naturally require planning to instigate, whereas others can be utilised with very little thought or effort. Communication also may be both casual and formal. Formal communication involves planned activity and outcomes, regardless of the channel used. There is generally time to compose appropriate messages and formulate suitable responses to questions. Casual communication lacks notice, structure or planning. In the instance of formal communication; let’s say a new initiative is being announced at a team meeting, the sender is responsible for ensuring the message to […]

Showing 31 to 40 of 59 results