Do you see process documentation as a tedious and daunting task? Often, leaders see process documentation as time-consuming and restraining. To avoid it, leaders will find excuses, such as the process will be obsolete as soon as it is written, and keeping it up to date is impossible. However, good documentation is critical to the success of any company.
Why Document Processes?
Documenting processes creates clear expectations and maintains accurate records of how tasks are performed in the business. It’s like making your favorite dish – you follow a recipe. Following the recipe guarantees the dish will be as delicious as it was the last time. The same philosophy applies to businesses.
The documentation promotes operational consistency and reduces errors, resulting in outrageous customer service internally and externally. Good processes empower employees to perform their jobs efficiently without being stalled waiting to ask questions. Furthermore, it facilitates transparency and the easy transfer of knowledge between employees and departments.
Documenting processes often reveals discrepancies in how people do things, show redundancies, and provide opportunities to eliminate unnecessary steps. If you are in a regulated industry, it helps compliance and reporting, avoiding penalties and fines.
Documentation preserves the company’s knowledge as people transition and provides valuable training documents, ensuring new employees learn your way of doing business. The preservation of accurate documentation also prepares the business for sale and can increase the sale opportunity and value.
Process Documentation: Where to Start
Process documentation is high-level and done by department and core processes. Begin the documentation by specifying the process name, responsible party, and the departments to be consulted or kept informed. Every action has an impact. This will help remind people that when considering a change to a process, it is essential to consult others. Next, define the purpose, goal, and key performance indicators of the process, along with the consequences of not performing it as outlined. It is helpful for employees to have a clear understanding of why something is being done, what it looks like when done well, and the challenges if the action is not performed.
Outlining Processes
Document 20% of a process that yields 80% of the results. Capture the basic steps in the process, including what needs to be done, without including every detail. Every detail moves the process to procedures and telling people how to do something. Most processes don’t require telling people in detail how to do something. If you are hiring the right employees, they need to know what to do, not how to do it. Please note that each business must determine the value and need to document 100% of the process in detail, as it may be necessary in some industries.
Easy to Read
Make the documentation easy for anyone to follow. Use a Standard Operating Procedure (SOP) form to document processes consistently throughout the company. State each significant step along with a description. In the description, refrain from naming specific individuals, as employees are subject to change. Reference titles or departments. Use only common knowledge words, avoid jargon, and ensure that any acronyms are written out at least the first time they are stated. Link to or identify the location of any procedures, checklists, or flowcharts that support the process.
Separate Process Documents
Having one large document for all your documentation is not advisable. It’s cumbersome and not user-friendly for employees to search for a specific process. This can cause frustration, discourage use, and make training confusing. Further, there is a greater chance of accidentally losing all your processes than perhaps just one. Create one document per core process.
One At a Time
Refrain from attempting to create documentation for all your processes simultaneously. It becomes overwhelming and seems like an endless goal. Instead, set a goal to focus on a single department or a key process that applies to the entire organization. Involve all parties associated with the process to ensure that no significant step is overlooked. This helps unite the team on what the process entails and creates buy-in for any process changes.
Example
Here is an example of starting a core process documentation:
Human Resources – Hiring Process:
- Search
- Interviewing / Hiring
- Onboarding
1. Search
- Refresh existing or create position description located XXX
- Determine salary range
- Post job through/on XXX and other platforms
2. Interviewing / Hiring
- Complete position scorecard located XXX
- Determine telephone screen questions from scorecard criteria
- Review applications – accept or reject
- Telephone screen – accept or reject
- Internal interview – accept or reject
- Second interview, if necessary – accept or reject
- Additional interview, if necessary – accept or reject
- Check references – accept or reject
- If accepted, send an offer letter
3. Onboarding
- Proceed in the same fashion with your standard onboarding procedure
Final Tips for Successful Process Documentation
Good businesses continually review and improve their processes. Therefore, refrain from getting hung up on perfectionism and overthinking every detail when getting started. Processes are to inform people of the major steps that need to be taken – the “what” of the job. Some processes require significantly more detail. For those, keep breaking down and detailing each step further, or create separate procedures, checklists, visuals, or flow charts as necessary.
Test The Documentation
Test your process document. Have the team follow the documented process and ensure it accurately represents how the work is done. Make any necessary corrections and test again until the result is correct. Ensure that you eliminate any steps that do not improve efficiency or enhance the customer experience. “This is how we have always done it” is not a reason to keep a process or any of its steps. Processes and steps must deliver the intended value—consistency, efficiency, and a positive customer experience.
Accountability
Once created, leadership ensures that the entire team and organization adhere to the process. Establish a schedule for reviewing your process documentation at least annually. Keeping documentation focused on key steps, rather than minor details, at the onset allows for easy changes and edits. Determine the process owner and implement controls on critical document editing. Determine the value of tracking changes or version history. Ensure easy sharing of the updated documentation with your team members.
If you need help developing your SOPs, reach out. Let me help make your process documentation less daunting and more user-friendly, ensuring the proper preservation of your company’s operations.
