As one of the largest urban school districts in Missouri, the St. Louis Public School District oversees 70 schools and 4,700 employees. For the district’s HR office, transparency and quick communication between hiring and budgeting teams is critical for efficiently allocating staffing resources to classrooms throughout the year.
Reducing the Paper Burden
The district maintains over 4.5 million documents dating back to the early 1900s. To find files, staff previously had travel to a storage facility 10 miles away. This paper-intensive search and retrieval could often delay hiring decisions that require multi-department reviews.
“If the request for a new position involved funds outside of what the district was allocated, the information could really go a million different places,” says Clarissa Buckley, Coordinator for Human Resources Information Systems. “We had almost eight levels of approval built into the previous process that made having a paper form extremely difficult and cumbersome. And we never want to reach a point where we’re asking, ‘Do we let this classroom go without a teacher because we’re waiting on this paper form to get approved?’ ”
Streamlining Staff Requisitions
The district began using Laserfiche to digitally organize its archived and active paper storage, and quickly moved on to automate new hiring, benefits enrollment and other core HR services.
Staff requisitions are now completed in hours, with all involved parties able to share information and collaborate on decisions. “Laserfiche helps everyone stay on track,” Buckley says. “We can always see and monitor where our requisitions are caught up in the process.” Instant information access also means the HR department can better service teachers and staff with timely W2s, emergency information, student transcripts and more.
Benefits include:
80 percent of the district’s HR active records and historical archives have been digitized
HR documents are instantly accessible, where previously staff needed to wait 48 hours to retrieve a file from a storage facility
Staffing requisitions are completed in three hours instead of three weeks
“Our teachers are beginning to see when they bring other records to us, not only are we able to receive that information and quickly digitize it, but we’re also able to retrieve it for them if needed in the future,” Buckley says.
Halquist Stone is one of the largest stone quarries in the Midwest, manufacturing and selling natural stone products nationwide. The company’s expertise spans materials used across all types of residential, commercial and landscaping projects—from the walls of castle-inspired homes to rocks that populate zoo habitats.
Generating sales orders for the organization’s diverse range of products requires the cooperation of several departments, which are often spread across seven geographically separated manufacturing facilities.
Out of the Stone Age
“Our old sales order process really came out of the ’50s,” says Wade Balson, CFO at Halquist Stone Co. Employees used carbon paper to make copies that then had to be sent to manufacturing, distribution, sales and accounting to be processed. “The supervisors at all the different locations were spending two to three hours a day manually inputting data—that left them 15 hours a week off of the manufacturing floor, where they need to oversee the product actually being made, making sure it’s getting done correctly, making sure people are doing their jobs.”
In order to continue serving a growing customer base across the country, the company needed to reclaim supervisor time.
Into the Future
Halquist Stone used Laserfiche to automate the sales order process, eliminating manual data entry and the many spreadsheets that previously burdened supervisors. Supervisors now enter orders on iPads, and information is automatically routed to the relevant departments to be processed. Additionally, customers can easily change or cancel orders via an online Laserfiche form, and supervisors can see the change or cancellation immediately after it is submitted.
Balson estimates that the company saw a return on its Laserfiche investment in under a year of using the software. “ROI numbers just skyrocketed from there,” Balson adds. “Now we’re automating more processes with Laserfiche, and finding more ways to use it. That just increases my return exponentially.” Benefits include:
Supervisors save between two and three hours a day, adding up to about $115,000 of savings
The company’s processes are more transparent, improving accountability
Employees can immediately find information when needed
“The more that we’re embracing it, the faster and better everybody’s going to be,” Balson says. “It’s completely changed the entire culture of our company.”
This Certification is designed for intermediate, advanced, or administrative Quick Fields users. It validates your knowledge how to plan and build a session with multiple document classes, manage Quick Fields users and security in the Quick Fields Administration Console, and schedule unattended processing with Quick Fields Agent.
This Certification is designed for Quick Fields users who will create and run Quick Fields sessions that automate document identification, processing, and storage. It validates your knowledge how to define Quick Fields and identify how it can help enhance document-centric processes, build a Quick Fields session and apply best practices, perform image enhancements on scanned documents, configure extraction of information to auto-fill template metadata, and using document validation.
The Los Angeles County Sheriff’s Department (LASD), the largest sheriff’s department in the world and the fourth largest policing agency in the United States, provides law enforcement services to over 3 million residents.
In 2015, LASD identified the need to grow response teams, create new task forces and implement more prevention strategies like after-school programs for at-risk youth. In order to bring in new recruits, however, the department relies on meticulous background checks and a rigorous training program.
The hiring process for LASD’s deputy sheriffs had remained largely unchanged for 15-20 years, and relied on the creation of a “jacket,” a background file of, in some cases, over 1,000 individual pages. Managing jacket creation—from around 2 million pages submitted by over 8,000 eligible applicants annually—caused issues related to efficiency, security and document retention.
Applicants would take from six to 18 months just to reach the primary approval phase. This phase required LASD to create a jacket summary and send it through a two-tiered approval process. Since LASD processed an average of 5,000 jacket summaries annually, typing this summary sheet alone took 10,000 hours. In addition to creating these physical documents, LASD needed to transport and store them at an offsite third-party storage facility after year-end auditing.
In order to hire top talent, LASD needed to eliminate inefficiencies, shorten hiring turnaround and enhance engagement with candidates.
“We needed to be able to create an open level of communication with our applicants, to help them become vested in not only law enforcement, but joining the Los Angeles County Sheriff’s Department,” says LASD Commander Judy Gerhardt.
LASD transformed its practice of hiring deputy sheriffs in order to meet the changing needs of the county.
Increasing Efficiency in Employee Onboarding
LASD researched a variety of solutions and found Laserfiche enterprise content management (ECM) provided a level of flexibility for HR automation that matched the department’s specific needs.
“Laserfiche met our content management needs and easily molded to meet other objectives,” says Andres Bilbao, LASD Special Projects Deputy Sheriff. “The very robust workflow activity options showed how we could reach our current goals while accommodating for future goals that are yet to be determined.”
The current need, however, was to bring in more top-tier talent, faster, all while maintaining accuracy and complying with hiring mandates. LASD uses Laserfiche Forms and Workflow for HR automation, which electronically collects information that was previously printed on thousands of pages of paper.
Applicants receive a link to a Personal History Statement that LASD uses to collect information via metadata from 1,600 unique fields.
“Laserfiche Forms is our portal to the world. The ability to standardize a form and email or host a link to that form allows us to gather information efficiently,” Bilbao says. “Laserfiche Workflow, on the other hand, is our invisible staff member. Workflow will be increasingly more involved in our backgrounds process and department as a whole.”
As Bilbao infers, the benefits of implementing Laserfiche in LASD’s HR automation solution went beyond saving paper, allowing the department to eliminate redundant forms and unnecessary tasks. The length of time to hire was ultimately shortened—which is critical in order for the department to compete with other agencies in the race for high-quality applicants.
Additionally, all applicant information is now easily searchable via metadata, and Laserfiche sends email updates to candidates throughout the process, improving the relationship between the organization and its applicants. Laserfiche Workflow also securely archives information, making it easy to retrieve during yearly audits by the Police Officer Standards and Training Council.
A Streamlined, Paperless Future
“By reducing our inefficiencies, engaging our applicants and dedicating ourselves to a system that provides a competitive hiring time frame, we can continue to meet our goals of hiring the best,” Gerhardt explains.
Todd Rogers, Assistant Sheriff, accepts a Run Smarter Award at the Laserfiche Empower Conference, recognizing LASD’s innovative hiring initiative.
By automating and transforming HR onboarding with Laserfiche ECM, LASD:
Drove the time-to-hire down from as long as 18 months by restructuring the process, eliminating inefficiencies and establishing parallel processes
Used personalized email notifications to engage candidates throughout the hiring process
Established milestones for reporting and process baselines
Maintained security throughout the entire hiring process, including archiving and storing jackets for the appropriate length of time
LASD continues to increase efficiency by using HR automation to eliminate redundancies. Additionally, LASD seeks new ways to streamline back-office operation, including digitizing all employee files, which would give employees more time to focus on the services that directly affect LA residents.
“Laserfiche is allowing us to function in a more streamlined manner and also to focus on details that we never had time for or even imagined were options previously. We set out to replace an out-of-date tracker and ended up reinventing what we do,” says Bilbao.
Click here to learn more about how HR processes, such as employee onboarding and records management, can be streamlined with Laserfiche.
One of the first applications for any new technology is the Bible. Gutenberg published a Bible around 1454 as what is thought to be the first major book printed using mass-produced movable type. Movies about the Bible were produced as long ago as 1897. Publishers used a Univac computer to produce a concordance—a kind of index for all the words used—for a new Bible in 1955, which they said cut 23 years off the process.
Now, researchers are using image analysis and artificial intelligence (AI) to help determine when the first books of the Old Testament were written. They are using what some describe as the ancient equivalent of Post-Its. And techniques developed through such handwriting analysis could end up being useful in identifying contributors to other older documents, even if it’s just through scribbled notes in the margin.
First, some history. The first books of the Old Testament are the five books of Moses, also known as the Pentateuch, as well as the books of Deuteronomy to II Kings. It was traditionally thought that they were written after the Babylonian Exile of Israel in the 6th century BCE, writes Isabel Kershner in the New York Times. In fact, it was thought that it might not be until around 200 BCE, when archeologists again start finding inscriptions, that there were enough literate people around to write down all the material, she adds.
However, that’s all predicated on the belief that the Old Testament couldn’t have been written any earlier than the Babylonian Exile because literacy rates were low—and this new research has demonstrated that that belief could be wrong.
Research Background
The research worked like this. Applied mathematicians and archeologists got together to study messages scribbled on pieces of broken pottery, called ostraca, from the Kingdom of Judah (including and south of present-day Jerusalem) around 600 BCE. In the same way that one of us might grab a Post-It to jot down a note, military people in the Judahite army would grab an ostracon to write down an order to send to another person. While parchment was around, pottery was cheaper, especially for this sort of ephemeral note. And, particularly advantageous for the researchers, pottery lasts a long time.
First, researchers used image analysis to clarify the letters that the various people were writing, similar to the sorts of techniques researchers are using to more clearly identify letters in handwritten documents ranging from the Declaration of Independence to Einstein.
Next, they used AI to analyze the handwriting of the people writing the notes on the pottery. “The letters from pairs of texts were jumbled up and the algorithm separated them based on handwriting,” Kershner writes. “If the algorithm split the letters into two clear groups, the texts were counted as having been written by two authors. When the algorithm did not distinguish between the letters and left them together in one group, no position was taken; they may have been written by the same hand, or possibly by two people with similar styles.”
Research Results
This study determined not only how many people might have written the notes, but, using the information in the notes, where they fit into the social hierarchy. “Based on a statistical analysis of the results, and taking into account the content of the texts that were chosen for the sample, the researchers concluded that at least six different hands had written the 18 missives at around the same time,” Kershner writes. “Even soldiers in the lower ranks of the Judahite army, it appears, could read and write.”
“The commander down to the lowest water master could all communicate in writing,” Arie Shaus, a mathematician at Tel Aviv University, tells Maddie Stone in Gizmodo. “This was an extremely surprising result.”
The notes were also written well, without spelling or grammatical errors. “There is something psychological beyond the statistics,” Prof. Israel Finkelstein of the Department of Archaeology and Ancient Near Eastern Civilizations at Tel Aviv University, one of the leaders of the project, tells Kershner. “There is an understanding of the power of literacy. And they wrote well, with hardly any mistakes.”
Obviously, if even the water boy is literate, there was a lot more literacy in that time period before the Babylonian Exile than just among scholars and priests. What it means, then, is that the Old Testament could have been written hundreds of years before it was originally thought to be, the researchers say.
Ironically, the result makes the researchers’ original goal—determining who wrote the Old Testament—that much harder. After all, if even the water boy knew how to write, just about anyone could have made a first draft of what became what is arguably the most successful book in the history of the world.
“It would imply that it wasn’t just an elite class of teachers and scholars who could have created the books of the Bible,” writes Dan Seitz in Uproxx. “It could have been, quite literally, some dude hauling water who thought it was a good idea to write this religion stuff down.”
So next time you’re writing a Post-It note, be sure to write it carefully. You never know what conclusions future historians might be making of it.
Texas A&M University System is one of the largest university systems in the United States. Coordinating, managing and archiving documentation is an intensive task for such an organization—yet the university system has found an efficient way by offering Laserfiche enterprise content management (ECM) as a shared service through its central IT office.
One of the university system’s members, Texas A&M AgriLife, adopted Laserfiche in 2008. Texas A&M Health Science Center (TAMHSC) followed shortly after. While the individual deployments cut paper-related costs, saved filing cabinet space and secured content in repositories, the university system as a whole was not leveraging those benefits across the entire institution.
Texas A&M University System’s central IT office was determined to break down silos through implementing a shared services model, so that all schools and departments could efficiently leverage ECM knowledge and resources, and eliminate the need for individual departments or schools to purchase their own software.
Texas A&M Health Science Center adopted Laserfiche ECM in 2008 to streamline contract management.
Implementing a Shared Service
While individual schools and departments within Texas A&M University System had implemented Laserfiche for various reasons (AgriLife sought secure storage for records after enduring a flood, fire, collapsed roof and hurricane; TAMHSC wanted to combat costly contract management inefficiencies and eliminate file cabinets), users experienced similar benefits: increased efficiency and accuracy, improved records management, reduced costs and business continuity.
Texas A&M University System’s procurement office provides shared services so that schools and departments can share documents, file structures and workflows, building on each other’s efforts. Shared services also consolidate IT functions from several system members to one location, reducing costs and time spent on maintenance.
To that end, in 2010 a committee selected Laserfiche as the preferred vendor for a new shared ECM system to avoid hardware and software purchases at the department level, reduce costs by eliminating redundant systems and make it easier to share data, file structures and workflows between schools and departments.
“By providing a feature-rich implementation at an affordable price point, Texas A&M is able to make available economies of scale and document sharing that individual departments could not approach by themselves,” explains Judith Lewis, Senior IT Manager at Texas A&M. “This is value delivery at its best.”
In addition to accomplishing the original goals, the shared system provides:
Consistent framework to support compliance
Risk mitigation through disaster recovery capabilities
Ability for different departments and system members to leverage the cumulative accomplishments of their colleagues
Internal and remote access to electronic documents
Reduced printing and physical paperwork, minimizing requirements for physical file space
Two other campus-wide communities in addition to central IT are intimately involved with the Laserfiche shared services offering: a steering committee of senior management representatives who evaluate and promote best practices and appropriate conventions for Laserfiche; and a user community of practice that provides input and training for the end-user community.
Other customers of Laserfiche shared services include the Texas A&M University Office of the President, Prairie View A&M University and Texas A&M University – Kingsville.
Laserfiche automatically classifies reports and their contents, facilitating easy file management and the ability to search through keywords to retrieve information. Account processing and purchase processing are faster and records management is more efficient and secure, allowing Texas A&M to adhere more closely to state compliance requirements and institutional procedures.
“In addition to the Laserfiche talent, our IT department brings a broad skill base to support a shared services offering,” Lewis adds. “From application development and administration, risk and policy assessment and project management to networking and infrastructure services, our IT department is able to provide the level of support that an enterprise shared service demands.”
Texas A&M University’s College of Engineering is consistently ranked among the nation’s best public programs. Amid a constantly changing marketplace, the college remains rooted in its mission to provide the world with top engineering graduates.
Texas A&M University’s College of Engineering’s “25 by 25” initiative prompted the school to examine many of its processes so that it could handle an influx of students.
The school has more than 15,000 enrolled students and is currently working on an initiative deemed “25 by 25,” in which it aims to increase enrollment to 25,000 students by the year 2025.
“Our dean looked at the current economic and employment conditions and determined that we must grow our enrollment numbers to meet the large demand for engineering graduates,” explains Ed Pierson, the college’s CIO. “The goal is to increase accessibility to engineering education at all levels and deliver that education in a cost-effective manner. Educational institutions’ budgets are always tight, so doubling our staff along with the enrollment growth wasn’t an option.”
This meant that the school needed to hire additional staff to handle the growth, but also needed to ensure efficient business processes such as those surrounding employee onboarding were in place to keep costs down. To do so, the school deployed Laserfiche ECM to reengineer some longstanding HR processes, encourage new ways of thinking and increase efficiency.
Texas A&M University’s College of Engineering’s “25 by 25” initiative prompted the school to examine many of its processes so that it could handle an influx of students.
On Board With 25 by 25
Texas A&M University System offers Laserfiche ECM as a shared service through its centralized IT office, so the College of Engineering implemented it to reengineer paper-driven processes such as employee onboarding.
Onboarding new employees used to require an in-person meeting between the potential employee and a business administrator, the completion of paper documents and physical routing of those documents to relevant departments. Christopher Huff, Network Systems Administrator for the college, and the IT team, department representatives, and the HR and payroll offices gathered to reengineer the process with Laserfiche, which pushed everyone involved to acknowledge all the parts of onboarding that they found cumbersome, that were taking too long, or that were unnecessary.
Laserfiche Forms eliminates the need for an in-person meeting during the onboarding process.
The HR department has automated employee onboarding with Laserfiche Forms and Laserfiche Workflow, eliminating the need for an in-person meeting, paper documents and physical routing. This has shortened the amount of time the process takes by about 45 minutes per employee and enables staff to easily search and retrieve employee records.
HR automation has additional implications beyond onboarding, as the Department of Public Safety (DPS) occasionally audits the college to make sure it keeps proper documentation of criminal background checks.
“We create shortcuts to the requested documents and place them in a special folder that the DPS has access to,” Huff says. “We don’t want to show the auditors all confidential information about employees, which is why we use folders with shortcuts. After the audit is concluded, we simply delete the shortcuts folder. The original documents are never actually touched.”
Laserfiche Workflow automatically files employee records, making it easier to retrieve them during audits.
The school also integrated Laserfiche Forms with a database of the college’s departments, which enables departments to automate and create forms for a variety of other processes ranging from course approvals to leave requests.
Changing Mindsets and Growing ROI
The Texas A&M University’s College of Engineering demonstrates how a longstanding institution can leverage Laserfiche ECM to reengineer processes and create a culture of efficiency. In collaboration with business units, Huff and the IT team help identify inefficiencies and reimagine how a process could work better and an on-campus Laserfiche user group meets frequently to share and showcase solution designs.
IT has worked with select employees, deemed “superstars,” to reengineer their own processes with IT guidance and oversight.
Huff has also taken note of significant measurable results. “IT is usually seen as a spender of money, but dollars invested in information technology can have a positive return on investment,” Huff says. “The reengineered onboarding process saved about 45 minutes per new employee. Because we’ve hired over 3,400 employees in a little under a year, we equate this time savings to be about 2,600 working hours, or slightly over $100,000 in soft savings. This allows our employees to invest the time saved into other job duties.”
The rapid pace of technology innovation is transforming how organizations manage contracts and collaborate with customers, vendors and partners to drive business results. Heifer International, a global nonprofit organization, is finding ways to use technology tools alongside farm animals and crops to help fight hunger and poverty. Heifer specializes in providing sustainable agriculture and commerce to impoverished communities around the world—and its operations depend on being able to quickly review, approve and access legal contracts. “Helping just one family could take dozens of vendors, several government organizations, hundreds of legal contracts and extensive collaboration,” says Bob Bloom, Heifer International Chief Financial Officer. “This is where technology intervenes to save lives. The vision is to streamline Heifer’s processes and use Laserfiche to manage contracts and track documents for projects that impact millions of families throughout the world.”
Today, more than 1 billion people live in poverty, as defined by the World Bank’s international benchmark of living under $1.90 per day. For over 70 years, Heifer has worked to lift people above that threshold, building thriving, self-sustaining communities with an innovative model that has grown to encompass 30 countries worldwide. It has helped more than 25 million families while attracting high-profile partners including major, multi-national corporations. Projects include an East Africa Dairy Development initiative that affects Kenya, Uganda and Tanzania. In Nepal, Heifer empowers women farmers. And, closer to home, Heifer helped launch the Grass Roots Farmers’ Cooperative and Foodshed Farms, which support small-scale, sustainable Arkansas farmers by connecting them to profitable markets.
Formed with support of Heifer International’s Seeds of Change Initiative, the purpose of the Arkansas Sustainable Livestock Cooperative is to operate a processing and marketing cooperative that supports profitable, environmentally conscious, and socially responsible Arkansas livestock farmers. The ASLC promotes local food systems that produce nutritious foods while reinvigorating rural economies.
While its achievements have been no small feat, Heifer is committed not only to alleviating world hunger—but to eradicating it completely. “Our goal is to take 4 million families out of poverty by 2020,” says Bob Bloom, Chief Financial Officer. In order to achieve this, Heifer’s leadership team decided to scale up the organization’s work and diversify revenue streams. Before they could do that, however, the organization had to increase efficiency through technology such as enterprise content management (ECM) software. “We needed to manage our content better. It’s a key component to our global platform strategy.”
A Tech Transformation
In 2010, Heifer began to reassess its core systems including document management. “We have a much different scope today, one that requires a lot more capability in terms of how we manage and report on these projects,” says Bloom, who oversees all financial, treasury, information technology and human resource activities for the organization. “We developed a strategy to increase our scale, diversify our revenue and build a supporting technology platform to enable us to track, report and provide transparency.” Scaling up requires a new level of reporting and accountability as donors target large-scale projects in specific communities. Some projects require multiple corporate sponsors. Dedicated to remaining steadfast in its transparency and compliance, Heifer must be vigilant in monitoring projects that often involve hundreds of contracts, memorandums of understanding, teaming agreements and other project-related documents. Combined with additional marketing materials, field stories and videos, Heifer faced a content overload. The organization’s new strategy included selecting Laserfiche ECM software in 2014 to address issues that Bloom and his team identified, including:
Thousands of contracts pending review, with no automated system to track varying versions or the status of reviews and approvals
Content spread across offices and project locations, which perpetuated silos and hindered growth
Heifer needed to leverage content and knowledge across projects. Staff in remote locations who worked with families in the developing world needed the ability to collaborate with headquarters staff in Little Rock, AR. “Ideas weren’t being shared across the organization,” Bloom explains. Although Heifer relies on strong relationships between team members and communities, and networks of local nongovernmental organizations (NGOs), it is now embracing the idea of moving toward a digital workplace—where offline relationships are strengthened with online cooperation. “We need innovation,” Bloom says. “We need technologies that can help us achieve our mission better, faster.”
Heifer’s legal department folder structure
Laserfiche ECM software enables staff to streamline contract management processes using electronic forms and robust workflow automation solutions. Heifer also automated the Network Account Request process to grant, revoke and change access to its core applications using Laserfiche Forms and Workflow. This has helped to facilitate compliance and protect sensitive information. Bloom has outlined key areas in which Laserfiche ECM software could further improve efficiencies at Heifer:
Partner agreements: Continuing to automate processing partner agreements by using Laserfiche Workflow with third party suppliers, vendors and local government agencies
Records management: Improving document management and records management processes, breaking down silos, and increasing accountability and transparency
Personnel change requests: Managing personnel change requests (i.e., job role changes, etc.) quickly to help it scale up internal staff resources
“Our vision for Laserfiche is to allow all of our field workers, regardless of which country they are in, to be able to interact with documents, find records and submit forms—all from their mobile devices,” explains Cedric Lambert, IT Director at Heifer. The integration has helped the organization on its path to reaching more families and communities, and elevating existing projects, helping communities to help themselves. “We are fairly new on the journey, but we are very excited about what we can do here,” Bloom shares. “Automating our internal business processes using Laserfiche electronic forms and workflow is part of our technology transformation that enables our mission in fighting hunger and poverty.” Click here to learn how Laserfiche ECM software can help your organization streamline contract management and leverage information across the entire enterprise.
