Good RM looks like nothing because you can't see it, it's
invisible, it's the part of your job that you don't realise you are doing. The
words RM should never be used in polite company.
RM is something you have
to do when you are not doing RM, it's a sort of paradox. I see RM all round my
organisation, in filing cabinets, on shelves etc. In organisations where they do
RM I don't see these things I see just neat and tidy work spaces.
Chris
Tinsley MSc
Wiltshire Council
Records, Information,
Knowledge
-----Original Message-----
From: The UK Records Management
mailing list [mailto:[log in to unmask]]
On Behalf Of Lawrence Serewicz
Sent: 04 November 2009 15:39
To:
[log in to unmask]
Subject: What does good records
management look like?
Dear All,
I have been away from the list for
some time, (Jan 2008) but I thought I would jump back in as my role has
changed.
This may be a Friday question, but what does good or successful
records management look like? I know we can describe bad records
management, from the total absence of RM structures and process to simply not
being able to locate and extract records.
What, though, is the
opposite? How do we know when we have good records management? Is this a
metaphysical state where the overall culture of an organisation is able to deal
with requests for information well and able to support the performance
management framework? I know there are arguments for "business cases" but
to my mind that simply reduces RM to an economic question.
I realize that
compliance with ISO 15489 can be considered "good records managment" but is it
simply compliance or something more? When we talk about good RM or
successful RM, what is it?
Perhaps the deeper question is what is the
relationship between RM and the day to day work of most staff? In one
sense, RM as a cultural phenomenon, rather than a "business case", is one where
all staff recognise their role and responsibility towards information they
create, handle, and store as well as the records that may be created as a
result.
Good RM would then be part of a good corporate culture
whereby people are operating with a wider awareness of their RM/DPA/FOI/EIR
roles and
responsibilities as fits their post. RM is seen as
something they do as part of
their own work rather than somethign that is
done to them or by someone else on their behalf. However, if this is the
case (very much open to debate and
discussion) then RM needs to fit more into
the corporate culture perhaps through the performance management framework
rather than for what many may perceive as a specialism hidden away within or
around FOI/DPA (access to information) or archives. I am not suggesting
Performance Indicators for RM as such, which creates its own problems, but
understanding how it fits within the wider corporate culture and the day to day
lives of most staff.
The above is a gross simplification designed to
develop debate. My concern is that the more RM is seen as a technical specialism
done by someone rather than seen as part of everyone's existence [not that
everyone is an RM but rather they have to be aware of RM] then the hard it will
to make the "business case" or the cultural case.
My apologies if this
has been discussed in the archives. I scanned them but could not find this type
of discussion.
I would be grateful for your views on this
topic.
Best,
Lawrence
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