I’m a semi-frequent poster to this list (an
Dear RIM Professionals,
 
I’m a semi-frequent poster to this list (and an avid reader!), but for this post I’ve decided that I had best go “underground”. I apologize for any ill perceptions.
 
I would like your thoughts on my current situation. I work for a global manufacturing company. The Records Management department is currently aligned under Human Resources, which is undergoing a massive reorganization. As part of this reorg, management is considering dissolving the Records Management department and incorporating its function into a larger shared services center that will provide traditional HR services (benefits, payroll, stock, comp, etc.)
 
I feel like this plan is a bad idea, but I’m not sure I can articulate my opinion as effectively as some of you here might be able to. I have not been in my position long (11 months to be exact), but I think in order to be effective Records Management needs to retain some degree of autonomy and specialization that would not be possible in a service center focusing on traditional HR services. Any thoughts on what other issues may arise from being part of this service center, and not a distinct, autonomous department? Are any RIM professionals out there operating in such an environment, and if so, what challenges have you faced or what benefits have you realized? Also, how is RIM organized within your shared services center, HR or otherwise?
 
I should mention that, in my opinion, in my organization Records Management would be best aligned under Corporate Legal and not under HR for the following reasons:
 
1.)    RIM’s mission (to effectively manage the Company’s records and information so that it is available when needed, yada yada yada…) is entirely different that HR’s mission (to maximize the workforce, provide employee services, etc etc etc….);
2.)    HR has little or no understanding of where RIM provides value to the Company beyond administrative services, and as such RIM does not get the support, budget, or influence that it needs to be effective.
3.)    We operate within a heavily litigated industry, and are ourselves participants in several cases with significant Records Management components. The synergy gained by being aligned under Legal would be invaluable during discovery requests, in executing legal holds, etc.
4.)    Legal has a better understanding of the full value that RIM provides to a business, and could provide RIM with the influence, support, and budget to be effective company-wide.
 
When I present these points to management, I’m not sure I am communicating very effectively. I think the problem I am running into is that they still see Records Management as an administrative service, and not as a strategic function essential to the business. How can I most effectively change this perception? I’ve cited some of the landmark cases where Records Management issues either saved or cost a Company millions (Arthur Anderson, UBS Warburg, JP Morgan, Morgan Stanley, Phillip Morris, et al.), but that hasn’t provided the impact with HR as it might with Legal.
 
What points or arguments am I missing here? Those of you who have driven forward similar changes in your organizations, how did you do it? What steps were involved? What points were really effective with the executives, and which were not? If you are aligned under Legal, are there any benefits you have realized that I have not listed above?
 
Any additional thoughts you could provide would be appreciated greatly. I apologize if I have rambled, but I am in full-on crisis management mode and not thinking as clearly as normal. I want to make sure I am not missing any significant points or arguments that would be relevant to my situation. And again, I apologize for posting anonymously, but it just seemed like the right thing to do in this instance.
 
Sincerely,
 
“Charlie”


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