Whether the organization downsizes or simply reduces the workforce,
there are some key things that a records manager can focus on in order
to maintain some organization at a chaotic time.

1.  Collaborate with or audit the areas that are spun off or reduced.
Make sure that ownership of the records still exists and that records
are not destroyed simply because no one knows what is the drawers.
Inventory any "unowned" records so that they are not orphaned in terms
of ownership.  If records are orphaned, reassign them to a department
that has the most knowledge of the business function and is most likely
to be asked to produce the records in the event of a legal discovery
request.  If records are abandoned and there is no one to identify the
content, treat it as an abandoned file room and do your best to identify
the body of records.  If it cannot be done, fill out an Incident Report
for insurance and risk management purposes and destroy the records as
"spoiled".

2.  If parts of the company are being spun off, make sure there is a
clear understanding about who owns the information assets and who is
responsible for any third party support expense for imaging, record
storage, record retrieval, and record destruction.  Be clear on what
departing employees will be allowed to take with them in terms of
customer information, project files, intellectual property, etc.

3.  Document changes in the organization structure and changes to key
business functions that that might change the way that records are
produced, used, filed, indexed, stored, and retrieved.  Check for
policies and procedures and, if they do not exist, have work sessions to
map or document those processes.  Given a reduced workforce, you might
even find a better way to get things done.

4.  Downsizing is sometimes a good opportunity to reassessing your
current environment and squeezing every ounce of productivity out your
technology and eliminating every keystroke that does not add value.
This is where my business process re-engineering skills came into play.
We combined job responsibilities, started collaborating with departments
to stretch thin resources and trained up some of the clerical staff.
For example, a mail room that is not particularly busy one day can be
cross trained to prep & scan records for imaging.  When the records team
is picking up or delivering boxes to the floors, they frequently drop a
fed ex delivery or a bundle of mail at the same time.  Record
Coordinators can be cross trained to cover multiple areas, particularly
if they are related (i.e. Real Estate, Design & Construction, and
Facilities combined their files and work with fewer people).  We have
even trained our Records Center to do special projects for others when
their work cycles are down.

5.  Be an advocate.  Records management is an enterprise wide function
and they are often in a position to note opportunities for departments
to collaborate, cooperate, communicate, or consolidate in order to be
more efficient.  People are generally stressed out, protective of their
remaining people and technology assets, and not always in a position to
cope with yet more change.  You can make those recommendations to upper
management or, better yet, gently do some cultural re-engineering that
lets people embrace the change as THEIR idea.  It is more likely to be
successful that way.     

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