An Electronic Records Management (ERM) Program should typically form part of a broader enterprise-wide Records and Information Management (RIM) Program in an organization that includes management records of all media (hard-copy, electronic) enterprise-wide
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I know 2 major organizations that searched for several months to find CRMs with sufficient experience in electronic records and information management to lead enterprise programs
I know some organizations have corporate memory programs that incorporate capturing items of historical value such as significant contracts, photos from corporate picnics and other memorabilia
I always loved the speed and variety of consulting, and knew I’d be back one day, but also knew I wanted to “walk the walk” for a while to really get a better understanding of what it’s like to have to live with a RIM program every day (dirty socks and cap-less toothpaste and all)
For example, you can design a “friendly,” user-oriented structure for general staff to use and another IA that satisfies the particular requirements of the RIM program
Now they can really get the RIM program off the ground, because the RRS is the cornerstone for what our program is all about, right?
As RIM professionals, we need to develop programs that are inclusive of issues, characteristics, mediums, processes, controls, etc. or we are only doing a portion of what needs to be done – half the picture
There is a perception that records management programs have failed to reduce information volume . A colleague heard an attorney state at the recent American Bar Association conference that he no longer recommends record retention programs to his clients because all efforts to date have been expensive failures and advocates a Google-based approach to finding information
I believe most of us feel simplicity and convenience improves program compliance...I’ve always believed the success of your RIM program can be measured by how often you are sought out for your expertise by the business units and IT
The folks running the RIM program need to measure themselves by how often they add value to the business units and IT
Common practices involve efforts aimed at ensuring the compliance and effectiveness of specific information processes and programs, through a comprehensive focus on information governance policies Compliance A policy for managing information and committee to oversee The roles, decision-making processes and thresholds to determine how and whether information is securitized, defined, etc