RIM Marketing Made Simple: Never Mind the Myths-You, Too, Can Promote a Records and Information Management Program within Your Organization

By Carpenter, Laurie | Information Management, July-August 2007 | Go to article overview

RIM Marketing Made Simple: Never Mind the Myths-You, Too, Can Promote a Records and Information Management Program within Your Organization


Carpenter, Laurie, Information Management


Granted, marketing a records and information management (RIM) program within an organization is not the easiest thing in the world. But it isn't rocket science, either. Still, several silly myths persist and discourage practitioners from making RIM more visible and meaningful to their entire company. (See sidebar: "Major Marketing Myths and How to Dispel Them.")

With a little inspiration and encouragement, however, RIM professionals can dispel the myths and elevate the status of RIM organization-wide in the hearts and minds of their senior executives, managers, and fellow employees.

Marketing Made Simple

Traditional marketing is not really all that traditional anymore, as people must continually find new and unique ways to get other people's attention. Non-traditional, but effective, marketing ploys include:

* Developing a great, short answer to "What do records professionals do?" A lot of people don't have a clue about the role of records professionals, so each records manager needs to develop his/her own short answer. For example, a response to the question, "So, you like filing?" could be, "What I really like is developing systems and processes to help people better manage their records and information and free up their time to create additional value for their organization." This response would help people understand that records management is far more than filing. The more people understand about the role of RIM and of RIM professionals, the easier it will be to implement an organization-wide program.

* Telling people what RIM encompasses. A lot of people don't understand the broad spectrum of areas that RIM affects or the many aspects of a business with which a records professional must be familiar, including such things as network backup strategy, information technology and software, project management, business analysis, facilities management, and space planning. Sharing this information is particularly important to position the function as more than just "doing the filing."

* Giving people tips that will help them in their own work. For example, not everyone realizes that there are ways to organize electronic folders for better productivity. Suggest ways that users suffering from e-mail glut can create inbox subfolders for their projects. Dragging and dropping messages into project folders eliminates the need to wade through all the messages in the inbox to find what is needed and facilitates the elimination of those e-mails that don't need to be retained once the project is complete.

Marketing Through Strategic Alliances

A RIM professional can't do it alone. Implementing and maintaining a solid, successful RIM program requires developing key partnerships with stakeholder groups, such as IT, legal, compliance, business development, and auditing. Each group offers its own view of the world, and gaining insight into these views is important to furthering the RIM program. Knowing the key issues that make other groups "tick" allows learning to take place and enables the RIM program to move forward.

Aligning the RIM organization with these groups can provide benefits for all. For example, the RIM group often finds out after the fact that a decision affecting records retention was made without their input. A common scenario is a department purchasing new database software to manage its line of business and putting records into it that have various retention periods. After the fact, the RIM group learns that the software purchased does not have retention capability and discovers, in fact, that no records can ever be deleted from the system.

Partnerships also can help other groups think of RIM implications before their planned initiatives have been finalized. These strategic alliances should be fostered as early on as possible. Don't wait to be invited into cross-functional groups--RIM professionals may have to invite themselves. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

RIM Marketing Made Simple: Never Mind the Myths-You, Too, Can Promote a Records and Information Management Program within Your Organization
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.