Documentation Demystified, Part 2: Turning Policy into Practice with Process Documents and SOPs
In the first blog of this series, we talked about policies, the guiding principles that define expectations, responsibilities, and accountability within a learning organization. Policies answer the “what” and the “why.”
But policies alone don’t make an organization run.
That’s where process documents, often called standard operating procedures (SOPs), come in. If policies set the rules of the road, processes explain how the car actually moves forward, consistently, predictably, and safely, no matter who’s behind the wheel.
For IACET accreditation, applicants are required to submit written processes that clearly document how their organization operates. Commissioners are not looking for aspirational statements or one-off examples; they are reviewing whether your organization has repeatable and reliable methods of completing the work required to deliver quality continuing education and training.
Why Process Documentation Matters
A good process document does more than satisfy an accreditation requirement. It protects institutional knowledge, reduces dependency on individuals, and ensures continuity when staff change roles or leave the organization.
I often describe this as the difference between “I know how to do this” and “the organization knows how to do this.” Accreditation focuses on the latter.
Commissioners will review your processes to ensure that, regardless of who follows them, the outcome is consistent. That consistency is what supports quality, fairness, and integrity in learning operations.
The Required Components of a Strong Process Document
When evaluating process documentation, IACET Commissioners expect to see several key elements. Missing any one of them, especially timelines, can result in your application being returned for revision.
1. Introduction or Overview
Every process should begin with a clear overview. This section explains the objective of the process, why it exists, when it is performed, and how it supports the organization’s operations. Think of this as setting the context before diving into instructions.
2. Responsible Parties
Processes must clearly identify who is responsible for each task. These should be roles or positions, not individual names, and they should align with your organizational chart. Commissioners are looking for clarity and accountability, not ambiguity.
3. Inputs and Outputs
This section defines what goes into the process and what comes out of it.
- Inputs are the data or information required to perform the process.
- Outputs are the reports, checklists, records, or documentation produced as a result.
For example, if a process involves analyzing learning effectiveness, the input might be course evaluation summary data from your LMS, while the output could be a compiled report distributed to instructors and stakeholders.
4. Procedures
This is the heart of the process document. Procedures provide a step-by-step breakdown of the actions required to complete the process. Instructions should be clear, logical, and written so that someone unfamiliar with the task can follow them successfully.
If a step has a deadline, decision point, or conditional action, it should be explicitly stated.
5. Tools
Finally, list the tools used to carry out the process, such as templates, checklists, forms, systems, or an LMS. If a tool is referenced, a blank copy should be included with the process documentation.
Commissioners need to see not just that a tool exists, but how it supports execution of the process.
The Five Questions Every Process Must Answer
At its core, every process document should clearly define:
- Who performs each task
- What actions are taken
- When the task is completed or by what deadline
- How the process is executed
- What tools or resources are required
If any one of these is missing, particularly the when, Commissioners may determine that the process is incomplete.
A Note on Flowcharts
Many organizations use flowcharts to visualize their processes, and these can be helpful as high-level overviews. However, a flowchart alone rarely provides enough detail for accreditation purposes.
Best practice is to use a flowchart as a companion piece, supported by a detailed narrative document that expands on each step. For IACET accreditation, the written procedure, not the diagram, is essential.
Timing and Version Control Still Matter
Just like policies, all processes must be in place for at least three months prior to submitting your application. Strong process documents also include author and approver information, dates, and version control to demonstrate intentional governance and ongoing maintenance.
A Final Thought
Processes are where your policies come to life. They demonstrate that your organization doesn’t just have good intentions; it has systems that work. When written clearly and completely, process documents reduce confusion, improve consistency, and strengthen trust among stakeholders.
In the final post of this series, we’ll explore the third piece of the documentation puzzle: evidence, showing that your policies are communicated and your processes are actually being followed.
About the Author
Randy is a seasoned executive leader currently serving as the President and CEO of IACET, a non-profit accrediting body in the continuing education and training sector. With a focus on strategic vision and operational excellence, he effectively leads the organization to achieve its mission and goals.
With over two decades of experience in various leadership roles, Randy has a proven track record of driving organizational success. His expertise lies in aligning technological solutions with strategic objectives, ensuring operational efficiency and sustainable growth.