Hello Vlad.

Our organization has had a combined RIM/Mail/Printing/Office supply 
department as long as I have been here (over 20 years).  Our focus 
continues to be on RIM but the biggest thing which I struggle with as a 
RIM Manager is to make non-RIM staff feel a part of the team.  Their jobs 
are unique and quite different from RIM so making them a "part of the 
team" is difficult.  To solve this problem, I have tried to involve them 
in as much of the RIM program as possible.  They know who we as  RIM are, 
what we do for the organization and where we are going.  Still it is 
difficult and for years I have been trying to "pass" this group on to 
someone else, with little success.....

Good luck with this.

 
John Annunziello, ermm
Manager, Records and Information 
Toronto and Region Conservation Authority
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"Information is a corporate, strategic asset that needs to be managed"




Vladimir Alfaro <[log in to unmask]> 
Sent by: Records Management Program <[log in to unmask]>
03/31/2009 12:39 PM
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Subject
RIM and Mailroom







Hello All!
 
We are looking at the possibility of merging with the office services 
dept. (mailroom). While I am not 100% looking forward to this merger ? 
basically because I believe that we have worked hard to become a strategic 
discipline that plays an important role in the daily operations of the 
company (not saying that the mailroom is not important ? but for sure it 
is not RIM), but we must do what we have to do to survive in this economic 
climate.
 
In preparing for this merger, what are the most important steps we need to 
take to ensure a smooth integration?
 
I have noted these steps:
 
Review all the dept's responsibilities/tasks and that of individual staff 
members.
 
Review past year mailroom staff reviews (this should give me an idea of 
the strengths' of the staff and group them accordingly). 
 
I plan to select someone from the mailroom staff who will report directly 
to one of my RIM Managers. What I hope to gain by this is to transfer the 
importance of RIM culture to the new manager and for the new manager to 
recognize it and apply it accordingly. Of course, this would also help in 
avoiding clashes - as the new manager is one of them.
 
Any assistance, ideas, etc., are much appreciated.
 
Vlad
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