Guiding Your Organization through Murky Waters Defining Your Retention Management Program

By Hill, Brian W. | Information Management, May/June 2009 | Go to article overview

Guiding Your Organization through Murky Waters Defining Your Retention Management Program


Hill, Brian W., Information Management


In today's economic atmosphere, compliance and e-discovery concerns have prompted enterprises to seek guidance on records and retention management ranging from how to define effective records management policies to best practices for enforcing e-mail retention. As these organizations prioritize, they should understand how to establish the business value of records management, avoid adoption pitfalls, and define and enforce retention policies on a broad range of information.

Recent regulatory requirements and the revisions of the United States Federal Rules of Civil Procedure (FRCP) have shifted historical focus from managing and retaining paper assets to retaining a broad array of electronically stored information (ESI). Yet, unbelievably, the 2007 Cohasset "ARMA AIIM Electronic Records Management Survey" noted that more than a third of organizations still do not include electronic records in their retention schedules. And, from inquiries Forrester receives, it's clear this remains common practice.

However, the number of standalone deployments continues to increase. According to Forrester's "Enterprise and SMB Software Survey, North America and Europe, Q3 2007," 51% of enterprises that implemented some type of enterprise content management (ECM) software upgrade in 2008 would invest in a records management solution.

Since then, Forrester analysts have fielded hundreds of client ECM inquiries, of which more than 20% relate to records and retention management. These inquiries on records and retention management indicate that organizations struggle with defining the business value of and the costs and risks associated with records management. These inquiries also indicate that enterprises contend with defining and enforcing effective information retention policies across a range of information from e-mail to content managed in collaboration tools like Microsoft SharePoint.

In this confusion, there are a few common topics professionals are asking about in pursuit of establishing the best possible e-discovery and retention management policies within their organizations. And, there are certainly a few key things to keep in mind and put into action.

Records Management Policies for E-Discovery

One common question concerns the amendments to the FRCP that took effect in December 2006. These changes include a focus on electronically stored information and clarify steps during the discovery process, such as organizations' duty to preserve information that could be classified as relevant. The key is organizations must demonstrate a defensible data collection process. While seemingly vague legal language leaves some of these rules open to interpretation, the FRCP regulations serve as a clear mandate to implement retention policies and procedures - along with technology - to both enforce those policies and audit enforcement.

Although litigations and regulations affect a broad spectrum of enterprises, many organizations, unfortunately, still have an immature understanding of e-discovery and struggle with poor internal communications, ad hoc processes, and disjointed applications. In 2009, Forrester expects that many enterprises will initiate or accelerate their efforts to standardize e-discovery processes and synchronize supporting applications to cut costs.

However, a standard records management or retention policy simply doesn't exist. Each organization has unique variables that preclude standardization, such as state and local laws and licensing regulations, federal regulations, and how business people and business processes use information. These professionals should ensure that the right team presides over policy definition and enactment and involve IT teams, legal departments, records managers, and business stakeholders in defining retention policies and deployment approaches. While this dialogue may not be easy, as the goals of these groups may be in direct opposition, meeting the most critical needs of each group is vital to successful implementations. …

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

Guiding Your Organization through Murky Waters Defining Your Retention Management Program
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.