How to Write Killer IACET Processes

How to Write Killer IACET Processes

Applying to become an IACET accredited provider involves preparing nearly 80 separate documents, which fall into three categories: policies, processes, and evidence. Like most accreditation schemes, IACET accreditation requires applicants to provide either a policy or process that explain how they adhere to each element of a standard, and then furnish evidence proving they are implementing their policy or process as intended.

Not surprisingly, since policies are a straightforward statement of an organization’s position, most applicants tend to write policies that meet IACET standards. “It is our policy that…” is typically not difficult to articulate. However, IACET has additional expectations for policies, including the policy’s description or purpose, defining any organization or industry-specific terms, and details around reporting breaches of the policy.

Where many applicants do struggle, though, is with writing the 19 required process documents, which explain how the organization complies with certain requirements of the IACET Standard. To write a killer process that IACET reviewers will happily bless, the following attributes are key:

• Write the process as a set of work instructions for those involved in implementing the process rather than as a report to IACET on what your organization does and how.
• In its entirety, the well-written process will cover “who, what, when or by when, how, and with what tools”:
  • Introduction/overview
  • Responsible parties
  • Inputs and outputs
  • A step-by-step procedure on how to implement it
  • The tools required to perform the process
• Include a version control system that specifies:
  • Process author
  • Process approver
  • Process implementer(s)
  • Effective date
  • Revision dates

Let’s take these one at a time. Writing a process as a set of work instructions means first adopting a mindset that your audience is not IACET but rather the process users. So often reviewers see processes that use language such as “We conduct evaluations at the end of every course…” which is actually more of a report to IACET than an actual process. A great way to begin formulating a process is to imagine you have a brand-new employee who is responsible for implementing it. Now write with that new employee in mind so that they can successfully implement the process without needing to ask questions or fumble around looking for associated information or data needed to perform it.

Now that you have the right approach, let’s address the components of a good process:

• Begin with an introduction or overview that explains the process objectives, why it is needed, and when it is performed.
• Second, identify who is responsible for implementing the process and, if relevant, who is ultimately accountable.
• Third, specify any inputs required to perform the process, such as data or information, and then note any outputs that result from following the process, such as reports, checklists, or other documentation.
• Fourth, detail the step-by-step procedure that explains how to perform the process.

It may be necessary to specify that more than one person is responsible for performing a process within a single step. For example, if the training coordinator is responsible for summarizing course evaluation results and the training director is responsible for analyzing those results, they would be identified as the employees who hold those responsibilities, as stated in the procedure.

Likewise, it may make sense to further detail the “when” if different steps in the process occur at different times. It is also important in the procedure to specify any tools used to perform it, such as forms, checklists, templates, or an LMS. Another recommended IACET practice is to include blank copies of any forms, checklists, or templates at the end of the process as appendices. This is again done with the process users in mind to ensure they’re equipped with everything needed to successfully perform the process.

One last thing: before declaring your process final, go back over it again and verify that it explains who does what, when or by when, how, and with what tools. Also, keep in mind that every element requiring a process features a guidance section that lists everything that the process should include. If you can verify you’ve included everything, chances are your reviewers will be happy.

The last piece of a killer process (or policy) is a version control system that includes process author, process approver, process implementer(s) or responsible person(s), effective date, and any revision dates. This is commonly done as a header at the top of the document and often formatted as a table. All of this information is important when it becomes evident that a process (or policy) needs to be updated.

For additional information, you can review sample process documents at https://iacet.org/resources/application-resources/.

IACET also conducts one-hour accreditation assistance webinars (free) and day-long accreditation workshops, both of which cover policies and processes in great detail.

About the Author

J. Kevin Perry is a continuing education & training consultant specializing in the non-profit environment serving technical industries and higher education. His expertise includes growing a continuing education business through effective strategic planning, management, leadership, budgeting, and acquisitions.

At the end of 2018, Kevin retired as Director of SAE International's Professional Development division, a position he held since 2001.  In this capacity, he led a staff that plans and delivers public training courses, in-company training, and a variety of multimedia/distance learning products for engineers who serve the automotive, aerospace, and commercial vehicle industries.  In 2014, he assumed management of Effective Training, Inc., a firm that SAE acquired, which focuses on geometric dimensioning and tolerancing training products.  Also in 2014, he established Probitas Authentication, a new SAE business that certifies aerospace auditors and training providers.  In 2015, Kevin led an effort to acquire the aerospace auditor and training provider business from the principal competitor to Probitas and in 2018 he led the acquisition of CALISO, an online ISO-standards training company.

Prior to his role as Director, Kevin worked as an Education Program Developer where he invented SAE's Engineering Academy format, which earned the Award of Excellence from the American Society of Association Executives (ASAE). 

Before joining SAE, Kevin worked in the continuing higher education field for nearly 12 years at both Penn State University and Duquesne University where he held positions as program developer, administrator, and marketing director.  His educational credentials include a B.S. in Education and M.Ed. in Counselor Education from Penn State University, and Ed.D. in Administrative and Policy Studies from University of Pittsburgh.  He also holds an MBA Essentials Certificate from the University of Pittsburgh Katz School of Business and Basic, Intermediate and Advanced Digital Badges from IACET.

His service work includes Board of Regents member for Baker College's Graduate School and Online College, Governing Board Vice-Chair of the Michigan Alliance for Greater Mobility Advancement (MAGMA), and Education and Training Track Committee member for the Council of Engineering and Scientific Society Executives (CESSE).  From 2014 to 2018, he served on the IACET Board of Directors during which time he also chaired their Awards Committee and helped develop their Digital Badging Taxonomy.  In 2019, he became an IACET Commissioner.  In 2022 and 2023, he chaired the CET Standards Consensus Body that drafted the 2023 update to the ANSI/IACET CE/T Standard.