A personal perspective to help regulatory agencies take the paperless journey for backgrounds and licensing

Our own individual perceptive is what each of us bring to every personal and professional situation we are involved in.  The topic of “Going Paperless for Backgrounds and Licensing” is a process. One that I am very familiar with because it is my business to understand the client and everyone that will experience our software system.  What I’m referring to is the human aspect of change.   

What I need to know to support our clients through the transition of change, goes well beyond the sale, the implementation and the support of the software system for backgrounds and licensing.  I draw a comparison of replacing paper centric processes and “Going Paperless for the Backgrounds and Licensing” process to a break-up of a long-term relationship you grew very comfortable with and don’t really want to let go of! Sound familiar?

Think of that piece of paper you’ve grown to know intimately (because it is part of your internal process to use it). It is very predictable and you have a personal  relationship with it.  You know where it can be found every day when you need it.  You know what you can expect from it.  You know everything there is to know about that piece of paper.  Where it came from, how long you’ve used it, what it’s used for and you don’t need to get out of your comfort zone to learn anything new about that piece of paper, you are comfortable with it.  You have all the control, the ability to view it and change it whenever and wherever you choose.  You can touch it and move it wherever you want to go with it.  You can leave the office and the next day it will be right where you left it when you come in the next morning.  It’s human to want to feel secure in your relationship, right?

Everything you were comfortable with in holding that piece of paper in your hand, could predict the outcome of, will now be replaced with many digitized processes that will include new workflows created. They will be made up from automations and notifications. Defining optimizations will be dependent upon pre-defined rules for your new paperless process.  How will each user: internal, applicant, employee, vendor, etc. respond to the change in process?

If management, what should you be prepared to do and prepare your team for:

1. Hosting the Software – know your options for hosting of the paperless software system for backgrounds and licensing.  Regardless of whether you choose to host the software on premise, a public or private cloud.  Adhere to the System Requirements provided and become familiar with the Criminal Justice Information Services – (CJIS) Security Policy as it relates to the Criminal History Information Record (CHRI).
2. Third Parties, Hardware and Data Migration –  third party integrations with background screening and human resource vendors can be added variables that you and the paperless software system vendor may need to work through.  Hardware for badging and signature pads may also need some integration work to be completed.  In addition to, what is the condition of the data and how easily can the data be accessed by your to provide the vendor for the data migration into the paperless software system.  Each area noted may impact the milestones identified within the project plan if there are any “unknowns” that need to be addressed.
3. Identify User Access – it is never too early to identify who will be accessing the software system.  This information is critical to establishing user profiles and issuing the various user permissions to configure the software system.  Workflows and the overall configurations are typically dependent upon the desired information flow and permissions granted through creating the user access profiles.
4. Communicate Business Requirements – the vendor is the expert on their paperless software system you purchased.  You are the expert on your business.  Lean into the process of going from a paper centric to a paperless way of conducting your day to day business to paperless.  The vendor representative(s) working with you through the implementation, configuration, training and live operation support should work to build a strong personal connection with you and your team.  In order to ease you through the transition process. Providing checklists, schedule consultative meetings and ask probing questions to understand your business requirements.  All to establish the desired outcomes for every aspect of the client experience while making the transition from paper to paperless processes.   
5. Improve User Experience – pay special attention to whom outside the regulatory  team will be accessing the software system.  If a user will be accessing the software system from a casino department such as; Human Resources, Procurement, Information Technology, etc.  or an applicant new to the licensure process, employee renewing their licensure or vendor wanting to do new business or renewing their gaming licensure.  Create frequently asked questions and even a tutorial video and place it within the portal or application itself to assist them in learning more about your new digital process, why they are completing the application, troubleshooting, etc.
6. Establish a Launch Plan – our more successful clients have scheduled internal meetings and demonstrations with their gaming management teams and tribal government officials.  All to gain awareness, greater understanding and a direction of positivity for change.  Doing this allows for questions to be asked and responses to be provided prior to the actual migration away from the paper centric to the paperless processes.  Notifying the employees and existing vendors of your changing processes, providing them a one-page tutorial with screenshots of what they will be seeing soon, lends itself to a dialogue overtime, rather than panic of the change when they’ve not been properly notified.
7. Delegate a System Administrator(s)  and Super User(s) – they can be the same person or may be different people and/or or person.  Having a lead on the technical aspects of the software system for the team, internal and external users prior to the implementation through to the ongoing day to day support of the software system is critical to the overall success of the transition of the paper centric to paperless process.   Particularly if the software system chosen allows for a granular level of optimizations throughout the use of software system.  A technical understanding for the reasoning of the software design and the department’s desired outcomes will be valuable for management to the draw upon as it will offer flexibility for use as your business changes.  A Super User(s) have a role in being the most knowledgeable about the day to day process of the software system.  Lending guidance and support to the team.  Their ability to understand the digital process and then provide that instruction to the team throughout the use of the software system will prove invaluable. 
8. Acknowledge Learning Styles and Retention – a one-size-fits-all for training will not work.  We all learn and communicate differently, so providing instruction via one method whether it be remote or online instruction, in person or instructor led and/or hands on instructor led may not ensure you and your team are proficient in the use of the paperless software system.  Know your team, create a training plan with the vendor to meet your team’s learning style.  This will pay dividends in the end because we should all strive for a successful adoption of the new software system and retention of the coursework provided. 
9. Manage Expectations and Accountability – as vendor of a paperless software system, I promote extensive due diligence for the vendor selection process.  How do you create a WIN/WIN pathway for success when “Going Paperless” within your business?   You manage your expectations right along with the vendor.  The paper centric to paperless process is a cross country run not a sprint to the finish.  Accountability for the decision making of the vendor through to the ongoing adoption and support of your new paperless system will make the difference in whether your team takes the process change seriously, therefore embracing it, or if they will resist the change in process and fight the change. 
10. Optimizable Paperless Software – software design and development has evolved over the years to provide a more open architecture to allow clients the ability to create their respective business’ desired outcomes.  With this, I have found that while some software systems require a technical understanding of all the system administration related features and thriving.  Creating and editing desired optimizations for process improvement outcomes.  Some more non-technical clients may become frustrated when adapting to the more optimizable paperless software system simply because they do not have the designated personnel internally to support them through their adoption and ongoing support.

The more experiences I personally have interacting with our tribal government, gaming and gaming commission clients’ taking the journey of going paperless with us, the more opportunities I see to share our mutual experiences with others who may be thinking about exploring going paperless.