You’re looking to roll out a new process at your company. You’ve gone through the task of knowing what is needed and how to get it done. Even if you know how to do the new process, you need to show it to your team. Haphazardly writing an email with the new process isn’t the best practice, neither is sending a Slack message telling everyone to start using it. You need to create clear directions that everyone can comprehend, which is where process documentation comes into play.
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What is Process Documentation and Why is It Necessary?
Before diving into how to streamline, it’s important to take a step back and define process documentation. Simply put, process documentation is an internal resource or guide that will lay out what the new process is and the steps for integration. It serves as a roadmap for current employees as well as future employees that will join the team. Because the steps are listed out clearly, it helps eliminate any confusion.
Process documentation is necessary because it ensures new operations are handled efficiently and effectively. If a new process is rolled out without documentation, your team may go about completing it in different ways. This could lead to further disorganization and frustration as teammates try to figure out how to achieve the end goal. Worst case scenario, someone could be doing the task incorrectly or not at all.
Process documentation can serve as your go-to operating manual, which is needed when a leader transitions out of the company or new people are hired. Typically, a leader or manager has established processes that work best for the business. However, when that individual transitions off the team, it can cause disarray. Having clearly outlined process documentation can support a smoother transition.
How to Create New Process Documentation
Now that you understand the importance of process documentation, you may be wondering how to get started. The exact steps will vary based on your company’s goals and the specific process you’re rolling out. Generally, it’s in your best interest to follow this course of action.
Name the Process
First, identify the process with a specific name and objective. Make the name concise and easy to remember, as a longwinded name or acronym may cause more confusion than its worth.
Set a Beginning and End Point
Next, if the new process is being added into a current process, you’ll want to start the documentation from the endpoint of the last process. For example, let’s say the new process is for an approval form. The employee submitting the form is the older process. But once the form is submitted, there is a new process for the manager to adapt. The employee submitting the form is the trigger for the new process, and this is where your new documentation should begin.
The end point is essentially the final intention or objective. What are you trying to achieve with the new process? In this example, the end goal may be the manager approving the employee’s form. Keeping this in mind will help you deliver clear directions that don’t lead readers astray.
Note, a beginning and an end point isn’t always necessary. If the process is brand new, such as using a new software program for internal communications, then it’s likely replacing an old process entirely. If you’re unsure of where to start the process, you may consider hiring some outside experts for help. A company that provides technical writing services can work with you to capture and create documentation that is streamlined and on par with your standards. If you’re overwhelmed with the process of documenting a process, this type of service may be particularly beneficial.
Fill in the Steps
With the beginning and end laid out clearly, you’re ready to fill in the middle steps. What is it going to take to get from point A to point B? What is the easiest, most efficient way to get there? Going through the process yourself may be the most beneficial. Doing so may help you fully understand what is required during the process, including how much time it will take. It may also jog your memory on who else on the team, if anybody, is needed to get the process complete.
As you fill out the steps, take note of what outside materials are also required. Does a user need to have downloaded a specific software on their laptop before they begin? Writing this down at the top of the documentation is generally the best practice. It’s similar to how a recipe includes a list of ingredients before the actual steps. A user can best prepare when they know what is required before they dive in and realize they don’t have everything they need!
Get Feedback and Distribute
The process is nicely laid out. You’ve read through it countless times, ensuring it’s comprehensible and organized. Now you’re ready to get feedback on it. Just because it makes sense to you doesn’t necessarily mean it will make sense to everyone on your team or at your company.
Select a few key individuals with different responsibilities to read through your new documentation. Ask them for comments and suggestions on how to improve it. This isn’t a time for you to feel judgmental about feedback! No matter how long you’ve been working on this new process, getting others’ opinions will only make it stronger.
Depending on the initial reviewers’ feedback, you may need to do some revisions. Again, follow the steps above to ensure the end product is as clear as your initial intention. Once you’re confident that it’s ready to go, distribute it widely. There is no use in producing new documentation if the necessary parties cannot access it. Adding it to a team drive and sharing it with all required teammates may be the best distribution methodology. You may also decide to host a meeting to go through the documentation to ensure everyone is on the same page.
Takeaways
Process documentation isn’t a set it and forget it task. You’ll likely want to go back to the documentation to make sure it’s living up to the actual process. When the new process launches, consider looking at the document more frequently. When you and the team are entrenched in learning something new, you’re going to notice areas of improvement more clearly. Afterward, you can check back on it every quarter or so to ensure it’ll make sense for new team members.
While writing process documentation may not be the most exciting item on your to-do list, it may be one of the most important. Well constructed process documentation can support your team moving forward. It can eliminate unnecessary steps, ensuring everyone’s time is being used to their best interest.
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