In the first two blogs on this subject we talked about creating a job description and key accountabilities for a position in your company. That done, you now have the backbone of the manual for that position. What’s next? 

Building the manual: Even though you are keeping a computer file of all this information, I would recommend printing and outputting in a binder the work you have done so far for each position. I find it easier to flip through pages than to make my way through a big computer file. Plus, you and others can easily mark up the draft manual.

Now we need to start thinking about the processes that the position engages in. Let’s say we are looking at the position of production manager. One process would involve how a company passes the responsibility for a project from sales to production, often called Pass The Baton (PTB). Write it down and ask your people for their input regarding exactly what happens at each step.

Once this is written down and approved by you, then it goes into the binder.

How can you possibly get such processes written down? Simply keep a notebook or a file in your computer where you (with your people doing the same) jot down what is happening when you are actually engaged in a process. Then you would formalize all the notes you and your people have written or have your designated systems developer (who often is your office manager) do the formalizing.

As you get the processes done, add them to the position manual.

You are finally building a body of information that is useful to all in the company and that reduces the company’s dependence on you! Paul Winans, a veteran remodeler, now works as a facilitator for Remodelers Advantage, and as a consultant to remodeling business owners.

Related articles:

Creating a Good Org Manual, part 1, job descriptions

Creating a Good Org Manual,  part 2, key accountabilities

Creating a Good Org Manual, part 4, is it really done?