John Wooden is one of the most renowned basketball coaches of all time, and even if you’re not familiar with him, you’ve probably heard some of his most famous quotes. When I think about process documentation, one quote in particular comes to mind: “It isn’t about what you do, but how you do it.” Admittedly, documenting processes isn’t the type of task that is always met with enthusiasm from staff, but that doesn’t mean it’s not critical to your organization.


What is process documentation, and why is it so important?

Before we can understand why we should document our processes, it’s important to have a shared understanding of what that means. Chris Pacella, Manager of Professional Accreditation at National Payroll Institute, offers this definition: “Process documentation is key to ensuring consistent execution. Without it, staff will develop their own ways of working, which can vary widely from individual to individual.” This doesn’t mean that every single process needs to come with an instruction manual, but it does require thought into what work needs to happen in a consistent manner. Imagine a finance department that allowed employees to submit invoices with or without documentation or a human resources department that left it up to each recruiter to decide how they want to screen applications as they come in.

With the fast pace of the workday, it’s easy for employees to focus on getting the work done as opposed to getting the work done the right way. As a starting point, it’s important for each department – be it finance, payroll or human resources – to have a shared understanding of which processes are important, with clear documentation on how they should be followed. In addition to documenting these processes, there also needs to be a commitment at all levels to regularly review them to make sure key steps aren’t being missed and best practices are being considered. The regular review of these processes is key to continuous improvement and ensuring best practices are being followed.

Why do some organizations struggle to document their processes?

Making the case for process documentation is fairly easy, but many organizations still struggle in this area. Pacella explains, “Not developing process documentation typically comes down to a lack of resources, both time and human. However, prioritizing the development and maintenance of process documentation can mean the difference between departmental success and mediocrity. I have started positions in the past where five employees working in the same position are ‘doing the same thing’ in three or four different ways.” Process documentation has to be prioritized and can't be treated as a “nice to have” when all other priorities are satisfied. Simply put, that time will never come, and you’ll be staring at the same blank process document months down the line.

Another challenge a department or organization faces is determining the business rules to be followed and the practices that work best for your team. Pacella faces this challenge often in his day-to-day work. “In my department, a simple question like ‘how many members do you have?’ could be interpreted in a number of different ways. Would this include suspended members who are expected to maintain their membership, or should these members be excluded? Defining these terms ensures that consistent information and expectations are in place throughout the organization.” And remember, processes shouldn’t be static. Outside factors like evolving technology can always challenge your processes, and if you’re not open to adapting over time, you’ll find yourself left behind.

What’s the best approach to prioritize documenting your processes?

Pacella has evolved his understanding of process documentation over time and offers these tips:

  • Make it a project: Like all important work, creating and maintaining a library of process documentation should be treated as a project. Tasks need to be divided, assigned and given deadlines.
  • Start small: If you haven’t documented processes in the past, understand that it takes time. Start by documenting one or two key processes before moving forward with the rest. If you try to tackle them all at once, you’re likely to find yourself overwhelmed.
  • Involve your team to get buy in: Team buy in and change management are required to ensure that the agreed-upon processes are followed. Team members need to be involved and consulted to ensure that the right processes are being documented and that the documentation reflects the way that they are actually being completed. If you find yourself sitting alone writing processes by yourself, you’re likely to fail.
  • Schedule and segment your review: Review and maintenance of your process documents need to be scheduled and divided into smaller pieces. Rather than reviewing all your processes at once, commit to tackling a few each quarter so that you and your team don’t become consumed by the scope and time commitment.
  • Understand the impact on current and new staff: Creating and maintaining up-to-date process documentation helps to grow the skill set of current staff, onboard new staff and cross-train existing staff to ensure coverage and succession planning is happening within a department.

So, if you’re still left feeling uneasy about the prospect of process planning and documentation, I’ll leave you with another quote from John Wooden: “It takes time to create excellence. If it could be done quickly, more people would do it.” Be one of those people, you won’t regret it.





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