The Importance of Processes and How to Create a Process Map

by Emma Bond on 04·11·2022

When I speak to firms who are joining The Timebank, one of the most frequent questions or areas they need help with is processes and procedures and how to document these.

Ideally, we slot seamlessly into our client’s existing processes but the act of outsourcing part of their business brings the realisation there are no formal arrangements in place.

For smaller firms or brokers used to working on their own, they may say they do not even have informal arrangements in place.  Instead, they sort of know what each person is doing.

At The Timebank we are in a unique position where we interact with many firms with a variety of sizes and structures, and we are lucky to come across many different examples of processes and procedures, what works well and what works not so well!

Process or procedure?

A process is a high-level operation that spans the organisation. It consists of various functions and defines the step-by-step protocol or series of actions necessary to accomplish a specific task or objective.

Thought of another way, a process is how you define the steps needed to achieve the objective. The process also outlines what is needed to achieve the end result, including different departments and resources within the organization.

• A process is a series of related tasks or methods that together turn inputs into outputs. A process map is a visual representation of a process.

A procedure, on the other hand, is more detailed and lower level, defining the specific protocol to accomplish part of the process. The procedure outlines the order of specific steps required to achieve an end result, and a series of procedures taken together make up a process.

• A procedure is a prescribed way of undertaking a process or part of a process. A procedure provides more detailed instructions on each part of the process.

Benefits of processes and procedures

Successful systems bring together processes and procedures in a way that defines them as a set of instructions.

• To document a current process as it occurs in real life (not how people think it should happen).
• To visualise a complex process to understand how it works.
• To ensure consistency across the business.
• To provide guidance and instructions for employees and staff.
• To identify problems with a current process.
• To plan for the future.

Creating processes can seem like a laborious and time-consuming task, particularly if things seem to be working well without having this formally documented. But as firms grow and more staff come on board, it becomes more important to have these in place. The COVID-19 pandemic has resulted in more staff working from home and fewer interactions and support between staff, particularly for new employees. Good processes ensure consistency, compliance and a better outcome for employees and customers.

How to make a start – process mapping

Documenting the process first allows you to identify each task in the process. Detailed instructions (the procedure) for each task can then be documented.

Step 1 – Identify the process you want to map

Identify the process and define the start and end of the process.

Step 2 – Identify the people who perform the process

Do not map a process without the people who do the process in the room.

The process map should reflect what actually happens in real life, not what should happen or what the boss or manager thinks should happen. It can always be improved later.

Try to avoid having people who are not directly involved in the processes at the mapping meeting.

Step 3 – Create a map

A process map is a visual representation of a process. Flowcharts are a good visual aid and easy to follow. The map should make it easier to understand the process, not harder so try to keep it as simple as possible and use active verbs and short words. Someone with little knowledge of the process should be able to pick up the map and understand the basic process.

A mapping session with the people who perform the process will allow you to create the initial map. You can do this on a whiteboard, giant notepad and markers or sticky notes. For a virtual meeting, an online version of the white board or sticky notes can be used.

Ask the person who begins the process to write down their role and the first step. Identify the next step, the person who performs this and their role. Continue until you reach the end of the process.

Do not be afraid to erase, cross out or move steps about. At this stage, it does not need to be perfect, you just need to understand each step and the person who completes this.

Once the process map has been agreed upon, a formal version of the map can be created.

What not to do

• Do not create a map that is so complicated that no one can follow the process except you.
• Do not use technical jargon and avoid abbreviations. The process map should be understandable by someone with little knowledge of the process.
• Do not use lots of text, this can be included in the procedures.
• Do not use names. No one is going to know who Steve is in a few years, use roles instead.

Common Issues and Solutions

People struggle to tell you what they do because they do it every day, often without thinking.

• Ask lots of questions – what they do before, after or during each step. Go over the process at the end and fill in the gaps.

People tell you what they think should happen or what they think the boss wants to happen rather than explain the process steps as they actually occur.

• Explain it is important to know the actual process so you can understand challenges and make improvements. Talk to staff separately from bosses or supervisors so they do not feel pressured to say what the boss wants to hear.

Once the map has been created, you may see some common issues that are easy to identify.

Endless, redundant, approval loops. You may start to see loops that go from process to review to approval, some processes have many layers of these loops.

• Question the necessity of these as it is often where processes get slowed down or stuck. Does everyone in the review and approval loop actually need to review and approve this step in the process?

Chinese whispers. “Why do you do it this way? “Oh, we have to do it this way.” 

• Always question “have to.” A lot of the time, the person who created the process is now gone and there is no reason to do it the way it is done, it has just got passed along for years and may have evolved into something completely different.

Requirements. Similar to Chinese whispers but required by law or policy.

• Ask for the law or the policy, a lot of the time it does not exist, and the requirement is the result of Chinese whispers over the years.

One person does the entire process. Not necessarily bad but could be. For example, there is no oversight or review or what happens if that person is on leave, ill or has left.

• Use judgement and ask questions. Should there be a review process? Who else can complete the process?

Potential missing steps. Beware of overly simple processes as these may have missing steps or no oversight in place.

• Use judgement and ask questions. Rerun the process and break it down further if needed. Consider whether extra review steps are needed.

Creating a future map

Once you have documented the current process, feedback from the people involved in the process will supply information on potential problems and improvements. The process can then be reviewed and improved.

Sources and further reading:

Business Process Mapping – A simple guide to process improvement. Megan O’Brien

Process Mapping Road Trip: Improve organisational workflow in five steps. William Sparks.