Capturing processes is essential for creating clear and consistent documentation, but it can feel overwhelming if you don’t know where to start. This process documentation guide will walk you through everything you need to know to simplify the process.
Effective documentation helps streamline business operations, reduce training time, and set clear expectations. While documenting business processes takes time, the long-term benefits—like improved efficiency, cost savings, and easier process optimisation—make it well worth the effort.
Follow these steps to make capturing processes quick and simple. With the right approach, any team member can confidently document processes, ensuring clarity, consistency, and continuous improvement across your business.
Preparation
Step 1 – Plan the documentation using The Process Documentation Preparation Form
Utilise a template or form for pre-documentation planning to ensure no steps are missed, and consistency is maintained. This approach also facilitates delegation and task tracking.
Once people are confident with writing process documentation, the documentation can be done straight into your company’s Operating Systems/Operations Manual/Intranet as a draft
Step 2 – Define the name of the process
Write the name of the process. Choose names that clearly describe the process, such as ‘Opening Procedure’, ‘How to Open the Shop’, or ‘Opening Checklist’.
Step 3 – Define the purpose statement
It’s important to write why something is done so that it has meaning. Why is this process necessary? What is the purpose?
Step 4 – Include the process boundaries
Define the process boundaries, specifying when it starts and ends. Identify the trigger that initiates the process and the criteria for its completion.
For example:
- Reports must be sent to the Sales Manager by 5 pm every Friday.
- Expenses reports must be submitted by email by the last Monday of the month.
- The banking process starts after the cash machine daily report is finalised and the amounts are reconciled.
- The leave application process is complete when the Manager has signed off for approval.
Step 5 – Define the process owner
Assign the process to a specific role responsible for its execution. Use role titles instead of individual names, as roles remain consistent even if personnel change. Additionally, list any other roles involved in the process.
Step 6 – List resources
List any resources that are required to carry out the process, including equipment, supplies, software, links, templates, policies etc.
Step 7 – Define the outcome
What is produced by the process, or what is the expected result?
Step 8 – Select the best method to capture the process
Leverage modern technology by combining various methods for capturing processes, enhancing understanding and achieving the desired outcome.
- Video
- Screen recording
- Audio recording
- Text
- Text and images
- Workflow diagram
- Interview
- Checklist
When selecting the best method for capturing the process, consider WHAT you are documenting, WHO will be reading and using the process, WHERE they will be using it, and HOW they will access it.
Think about what the process is, who will use it, where and how will they use it.
For example:
- A procedure for storing glass capsules in a drawer is easier to explain using video or photos to avoid confusion and show the desired result.
- An apprentice technician wanting to know how to change over a panel on an air conditioner could watch a short video tutorial on an iPad.
- A new receptionist may require a printed checklist on the desk to show how to transfer a call.
- Record a 30-second screencast showing how to enter new client details into a CRM program.
- A written step-by-step procedure with some images could explain how to order a courier and prepare a package for delivery with contact phone numbers and pick-up times.
Step 9 – Gather equipment for video and screen recordings (if applicable)
Use a quality smartphone or video camera for video recordings. Investing in a good microphone, like a lapel mic, is advisable for demonstrations. Always do a test video to check the sound and video quality. Work out how to transfer the video to your Business Operating Systems/Operations Manual/Intranet.
For screencasting, use an app such as Loom or Zight. Most screencasting apps will create a link to the video so you can add it directly to your process or embed it directly into your document or platform.
If you are recording actions taken in different windows or tabs on your computer, open these before you record to avoid delays and sign into different programs. Also, check sound quality and avoid background noise.
Step 10 – Assign the task of capturing the process
Not all processes should be written by the business owner; most shouldn’t. The task of capturing processes should be assigned to the process owner or to the department head, who can delegate it to someone in the business who can produce the result.
Remember to set a due date and follow up on progress. Ensure you train all team members who have been assigned to process capturing tasks in this process and give them a copy of this guide along with a copy of The Process Documentation Preparation Form.
Capture The Process
Step 1 – Outline the process
Outline the process with WHAT you do, step by step – no details at this stage; state what needs to be done from start to finish. Start with a verb. For example, sign an agreement, assign a due date, report an incident, and approve the request. If you are using video, your outline will be your guide for the points you want to cover.
Remember not to make the recordings too long. Try to keep it within 2 – 3 minutes. If you need longer, break up the content into shorter videos. Sticky notes can work well for this step. Write one step for each sticky note.
Step 2 – Fill in the details or shoot the video
From your outline, fill in the details. Describe the HOW of the process. Document the details that are necessary to obtain the result. Only add relevant details. If the process is too long, people may not read it all. If it’s too short, it may not provide enough guidance.
If you are using video or screen recording, use your outline as a guide to how you will break up the videos. Scripts are hard to follow, so consider having 3 or 4 key points to cover and keep this handy next to the camera or computer.
Step 3 – Process flow
If you haven’t already, put each step into the sequence so that the process flows and number each step. Remember to include decision points as you build the process sequences—if this happens, then that.
Step 4 – Use consistent formatting and design
The design and layout are important so that the documentation looks professional and is easily recognisable from other types of company documentation. Whichever method you choose, make the format consistent.
For consistency, always use the same font, line spacing, and headers. Consider using a reusable template. Make sure the template and the capture process are included in your company’s documentation standards.
A template will provide consistency.
Step 5 – Add supporting notes and resources
Even if you are capturing your process with video, it’s helpful to include supporting notes or a checklist for a quick overview. If the process requires resources, add these, such as links, templates, forms, file paths and attachments.
Step 6 – Write and speak in everyday language
The goal is for anyone with basic knowledge of your business to follow and complete the process by reading, watching, or listening. Write in a clear tone, and do not use overly complicated words or jargon unless necessary.
If you are recording your voice, speak clearly, but keep it natural. Don’t try to be perfect. The key is to have your outline somewhere visible so that you don’t forget any vital information.
Review The Process
Step 1 – Check and improve
The process owner is responsible for reviewing the documentation or video recording to ensure it includes everything needed to complete the task. They should also check for spelling, grammar, broken links, and formatting issues.
Are all the steps clear enough for someone with basic knowledge of the process to follow? If not, make improvements where necessary and highlight inefficiencies for future discussion.
Step 2 – Get another set of eyes on the process
Have someone unfamiliar with the process review it to test its clarity. Their fresh perspective will help determine if the steps are easy to follow. Gather feedback to assess whether the process is clear, detailed enough, or contains unnecessary information.
Step 3 – Review by management
Determine who in the business is responsible for approving process documentation. If needed, hold a group discussion with relevant stakeholders to finalise the process before approval.
Step 4 – Make additional improvements based on feedback
Refine the documentation by incorporating feedback from team members and management. If you have recorded videos or screen captures, avoid re-recording by adding supporting notes where clarification is needed.
Step 5 – Perform the final test
The best way to validate a process is to teach it to someone unfamiliar with it. Any unclear or missing steps will become evident during training. Use the training technique:
- Teach the process
- Complete the process together
- Have them complete the process independently and provide feedback
Teach, do together, do by themselves.
Step 6 – Get approval to publish
Once all improvements have been made, obtain final approval from management. The process is now ready to be published in your Business Operating System, Operations Manual, or Intranet.
Step 7 – Update the documentation as it changes
Business processes evolve over time, often as a result of improvements. When changes occur, update the documentation immediately so everyone can access the latest version.
All modifications should go through an approval process to ensure only authorised individuals can make changes.
Summary
Capturing processes is essential for creating repeatable and reliable systems. Instead of keeping knowledge in your head, transfer it into a format your team can follow and improve. With clear process documentation, you can confidently delegate tasks and focus on strategic business growth.
Investing time in documenting processes will pay off as your business expands. Without structured systems, you risk being tied to daily operations. A well-documented business also holds more value if you ever decide to sell.
Do you need your systems documented but don’t want to do it all yourself? Book a call to learn how to simplify and systemise your business while freeing up time.
