Working on process documents can be difficult. Often, the process isn’t designed well, and as a result, people don’t even use the finished documents. It’s like writing a huge business plan when you know it will just be changed tomorrow. This can be incredibly frustrating for the writers and the users.

So why don’t we just do away with process documents entirely? Because, at least conceptually, they have the potential to improve the way we work. Good documentation offer insight into the inner workings of a company, and they can be used as teaching tools for new employees when organized appropriately.

If these documents were created with their end purpose in mind and used by people in the company, then they won't become a relic of some lofty meeting goal once upon a time.

You can work to create meaningful and useful documents that enhance your company’s efficiency and performance by following these steps:

Make them (internally) public and highly visible. The purpose of a document is the dissemination of knowledge. When access is restricted, it sends a message that the information is only relevant to a certain group of people. Remember that these documents are intended to reach readers and employees. Publish documents on a platform where your team will see them daily. (We publish documents on our internal blog, which guarantees regular company-wide exposure.)

Make them easy to edit and search. Google Docs allows anyone with access to edit with just a click, which demonstrates to the team that no process is set in stone. Process documents are for the company to use, so feedback and new input can be incorporated to make them more effective.

Be concise. A good process document doesn’t distract you with excess information. Provide only as much guidance as needed. Clear and concise communication is your goal.

Be flexible. Processes change and evolve over time in a company, and they only work when the steps in the process come naturally to everyone involved. If you’re trying to force employees to adopt a process and they’re pushing back, ask them to identify the friction points. Identify solutions for those points and build around them.

Who Are Your Editors?

At Zapier, we’re holacratic. Our organizational structure is flat. In a company that has no managers, every employee has editing rights to all of our process documents.

If your company is more hierarchical, then you probably don’t want just anyone editing the documents; it might make sense to restrict editing privileges to department heads or other appropriate employees.

However, process documentation should be driven by feedback from your employees — even in the most command structured companies. Collaboration and listening are critical aspects of effective process-building. These documents are for the team, in most cases, and you need to make sure they’re communicating the intended message.

When changes occur to how the team works you should be proactive and make regular edits to the documents to ensure they are up-to-date and applicable to your company’s current mission. When something about a process is no longer working, it’s time to make changes.

What Your Documents Reveal

Though they may seem boring, process documents reflect fundamentals about your business philosophy. For example, if your documents are barely accessible, out-of-date, and poorly written, they’ll be a source of frustration for any employee who reads them. The message communicated to them becomes, “We don’t care much about institutional knowledge, and we’re not interested in making life easier for our team.” This mentality is a drain on morale in the long run.

On the other hand, consider the impact of a great document that is succinct, informative, and current. When an employee needs guidance and views a helpful document, they will be thankful and educated. If that same employee can amend the file with their own insights, they'll feel a sense of pride and ownership.

Documenting process is a way of empowering your team to do more, faster. Treat documentation as an asset — not as a source of dread — and it can do great things for your company.

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