In my experience, the most important element of a good survey form is
simplicity: keep it to the essentials. That way you are more likely to get a
positive response. There is always a temptation to ask as many questions as
you can think of about as many subjects as you can think of; but the less you
ask the better the response is likely to be. Play your cards right and you can
always come back for more; it does not have to be a one-shot exercise.
You can send out forms or set up an online form and wait for the responses to
come in. Benefits: simple, little effort on your part (until you have to compile
the results). Disadvantages: many people will not bother to respond or do it
incompletely or badly; you do not get much feedback and people may
interpret the categories in wildly differing ways, making the results difficult to
compare.
Or you can go out and do it yourself, clipboard in hand. Advantages: you get
thorough, comparable results. Disadvantages: very labour-intensive and time-
consuming (it's actually very difficult to write and listen at the same time,
ideally you need two people for a survey); you risk being perceived as an
interfering busybody.
My advice is to mix the two. Identify the key contact in each department,
meet and explain what you are looking for, give them a fairly simple form to fill
in (online is probably better) with a deadline, and gently nag them until they
come up with the result.
One crucial point is where the request is seen to be coming from; if you have
official approval at a high level, responses are likely to be more accurate and
comprehensive. I did a detailed survey for a London borough that had official
backing and a project board - which was useful for exercising gentle pressure
on defaulters.
A lot depends on your relationships with the key staff around the
organisation - I am increasingly of the view that the secret of good records
management is building good relationships - so, three things that will help:
1. Explain why you are doing this - how it will benefit the whole organisation,
and especially them;
2. Let them see themselves as part of the overall picture - a certain amount
of competition will help get results (nobody wants to be the ones trailing in
the rear);
3. Give them something back - a retention schedule, a list of specific materials
that can be thrown away, helpful guidance on organising records.
A major stumbling block to information audits is that people find it hard to
understand what the use of it is, and why they need to find time to take
part. 'Cold calling' is difficult; anyone in business will tell you it is much easier
to get repeat business from existing customers than recruit new ones. Build
relationships with key staff, help them do their jobs, and you can come back
to them for more information, and more comprehensive information. It ought to
be a two-way process, and an ongoing one.
Rodney
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Rodney Breen
Records Manager
University of Aberdeen
University Office
King's College
ABERDEEN AB24 3FX
Tel: 01224 273175
Fax: 01224 273984
Email: [log in to unmask]
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