What Happens When Employees Leave? How Fleets Are Losing Knowledge

Process documentation is a pain in the… it’s a pain. 

It also creates what we like to call “business debt.” Meaning that once it exists, the documentation is at risk of becoming obsolete and you have to maintain it. 

I know, we’re really making process documentation sound like something you’re dying to do, right?

But like many things in life, we don’t do it because it’s convenient or even because it’s immediately productive (process documentation will slow you down at least once). We do it because it ensures the long-term health of the company.

Let me share a story from one of our clients who’s been facing some serious challenges (and trust me, many companies think this won’t happen to them—until it does).

Our client had some recent turnover, which created problems with executing existing processes they’ve used for years, even decades. 

Suddenly, they went from having two or three people who knew these processes inside and out to losing that knowledge completely. They lost all their expertise in a critical end-of-period process (EOP) in just six months. 

When we reviewed their EOP documentation, written nearly 11 years ago and untouched since, we found unnecessary steps. The process hadn't evolved with the business.

This situation made me reflect on something we discussed during our recent offsite: you can never scale or grow beyond your systems and processes.

The Process of Processes 

Don’t fall into the trap of thinking, “Well, the process is the process.” 

It’s not. The process serves your operation, not the other way around. If you don’t take the time to evaluate and update your processes, you’ll end up with outdated steps that slow you down—or worse, create roadblocks. 

You could end up like the fleet that hasn’t closed out month-end for three or four months. Now you’re at fiscal year-end, and you can’t bill. The county department is breathing down your neck because they can’t move balances from one GL code to another, and you’re holding up the entire fiscal year-end for your entity. Nobody wants that kind of heat!

It all comes down to having good processes—it’s your insurance policy against chaos.

Alright, let’s get to work on documenting our processes.

Step 1: What Needs a Process (and What Doesn’t) 

When it comes to fleet management, not all processes are created equal. Some tasks are the backbone of your operation—things that, if they go wrong, will cause serious problems.

Think about what happens daily, weekly, and monthly in your operation.

Ask yourself: What happens if this process fails? You need a documented process if the answer is downtime, budget headaches, or service interruptions. 

Sometimes, people think, “If I do this most often, that’s probably the process I need to document the least,” because it’s ingrained in your brain. But you have to think about the person who comes behind you. How will they know what to do? How will they fill in for you when you’re gone?

If you’re starting from ground zero, usually, the impetus for change is that it’s such a heavy lift that people don’t want to get started. It’s inertia—things at rest tend to stay at rest. This is one of those cases of business inertia.

One thing I’ve noticed is that a lot of fleets will try to do too much. They try to document everything, and that’s often why they fail. 

One of my recommendations is: don’t do everything. Start small. 

Figure out which processes are the most valuable. What do you do most often? What has the biggest impact on your organization if you forget how to do it?

But here’s a simple yet powerful tip to make documenting these processes easier: one by one, every time you do something for the first time or haven’t done it in a while, write up what you just did. One of the folks we work with is great at this. After he completes a task, he takes five to 15 minutes to write it up. 

He has the forethought to think, “Am I going to have to do this again?” If he knows he will, he types it up. He’s documenting it for his future self and whoever might need to do it after him. This approach breaks down the huge lift into nice, bite-sized chunks. 

Step 2: Break It Down 

Once you’ve identified your processes worth documenting, it’s time to map them out step by step. 

The goal is to create a roadmap that anyone on your team can follow, even if they’re new or stepping in for someone else.

Map out every action and decision in the process. Start at the beginning and outline each action, decision point, and task involved in completing the process. Don’t assume people know the details—spell it out. 

Here’s what we like to include: 

1. Actions: Every task that needs to be completed. For example, list each specific task for vehicle maintenance: "Check oil level," "Replace air filter," etc.
2. Decision points: Highlight any choices that need to be made during the process. For instance, what's the next step if a vehicle doesn’t pass inspection? Do you send it for repairs or put it out of service?
3. Inputs and outputs: Identify what triggers the process (the input) and what needs to happen at the end (the output). For example, the trigger for starting a vehicle repair might be a work order, and the output could be a completed repair form and an updated vehicle status.
4. Stakeholders: Who’s involved at each stage of the process? This could be technicians, supervisors, or even external vendors. Make sure it’s clear who’s responsible for what.

There is a fairly fun thought experiment, and researchers and business experts have variations of it, and they use it in design and engineering, but it also makes a lot of sense in process documentation. The question is simple: “What if you met someone who never made a peanut butter and jelly sandwich before how would you outline the steps?

A little later, we’ll give you a list of tools we think can help you break it down.

Step 3: Assign Responsibility and Set a Review Schedule

A process is only as good as the people maintaining it, so every process needs an “owner.” 

This isn’t just about ensuring things run smoothly daily but also about keeping the documentation current. If something changes (technology, regulations, or staffing), it’s the process owner’s job to adjust the documentation and ensure everyone follows the new steps.

Key responsibilities include:

• Monitoring the process: Ensure it’s being followed correctly and consistently.
• Updating documentation: Make updates as needed when the process changes.
• Training new team members: Ensure anyone new understands and can follow the process.
• Receiving feedback: Encourage team members to share if they find gaps or inefficiencies and use that feedback to make improvements.

Set a Review Schedule:

There’s a balance to strike. Your systems and processes should be in constant flux, adapting to the times. 

These documents are living, breathing things. They’re not just written once and put away, only to be dusted off 20 years later. There are organizations with robust policies and procedures that have never revisited them, and it shows immediately.

Over time, processes can become outdated or inefficient, so it’s important to revisit and refine them regularly. Set a review schedule—annually, semi-annually, or quarterly—depending on the complexity and frequency of the process. 

• Add reviews to your annual planning cycle: During budgeting, strategic planning, or operations meetings, include a discussion on whether any critical processes need updates.
• Use real-life examples to review: Ask the process owner to review recent instances where the process was followed. Did it work as expected? Were there any hiccups? This will help identify areas for improvement.
• Involve the team: Those who use the process daily can provide the most valuable insights into whether it’s working or needs tweaking. Regularly ask for their input during the review cycle.

We’re not saying this is easy. It’s difficult to maintain. It takes a lot of discipline and focused effort.

Assigning responsibility and setting up regular reviews ensures that your processes stay relevant, effective, and useful. This also makes it easier to spot potential issues before they become bigger problems.

Step 4: Centralize and Share

A process that’s well-documented but hard to find might as well not exist. 

Create a single, organized repository where all of your processes live. This could be a digital platform like Google Drive, SharePoint, or a specialized document management system.  Jut make sure everyone can find the processes, and that it’s updated in real-time, so the latest version is always available.

Best Practices for Sharing:

• Create logical folders: Organize processes by category, such as vehicle maintenance, financial processes, safety protocols, etc. This makes it intuitive for team members to find what they need quickly.
• Use consistent naming conventions: Keep titles clear and concise, like "End-of-Period Closeout Procedure" or "Vehicle Inspection Checklist." Avoid vague or overly technical names.

Tag relevant stakeholders: Make sure everyone who needs access to a specific process is tagged in the document or folder. If you’re using tools like Google Docs or SharePoint, you can assign permissions to ensure the right people have editing or view-only access.

Step 5: Incorporate into Training

When a new employee joins your team, there’s a lot to take in. From learning how your fleet operates to understanding the ins and outs of their specific role, it can be overwhelming.

New hires need to follow the same procedures as everyone else. By making process documentation part of their onboarding, you ensure they aren’t relying on guesswork (or learning bad habits). 

You’ll also reduce errors, and clarity always gives new hires a bit of much-needed confidence. 

How to Incorporate Processes into Training:

1. Create a Process Onboarding Package
   As part of their welcome materials, provide new hires with key processes relevant to their role. This could include:
   • Safety protocols
   • Preventative maintenance checklists
   • Fuel management procedures
   • Financial or administrative processes like time tracking or reporting
2. Use Hands-On Training
   Don’t just give them documents to read—let them practice the process Pair them with an experienced employee who can walk them through it step by step. 
3. Use Visual Aids and Tools
   Supplement your written documentation with visual aids. Tools like video walkthroughs or flowcharts can be especially helpful for visual learners. 
4. Follow Up with Testing and Review
   After training, ensure new hires fully understand the processes by incorporating simple tests or reviews. This can be as straightforward as having them explain a process back to you or complete a checklist on their own.
5. Ongoing Training and Refreshers
   It’s not just new hires who need to be aware of key processes—existing staff benefit from periodic refreshers, too. Incorporate process reviews into ongoing training sessions to ensure everyone stays updated with any changes or improvements. 

From a business continuity standpoint, this should be part of your disaster recovery plan. You can think of it this way: What happens if that person gets hit by a bus? Or better yet, what if they win the lottery and just turn in their notice? What’s your insurance policy? Your documentation becomes your insurance policy, and that’s really critical.

Benefits of Documenting and Maintaining Processes

The number one benefit of documenting process is this: 80 percent done by somebody else is 100 percent freaking awesome. 

That’s not the only reason. Taking time to document and maintain your fleet’s processes isn’t just about ticking off a box—it brings tangible benefits. 

1. Take a Vacation
   I think there’s a personal or “selfish” side to it, too. 

People often think, “I don’t want to teach someone how to do my job because they might take it.” But I like to think of documentation as your vacation policy. It’s your ticket to take time off and enjoy your vacation without getting phone calls like, “How do I do this?” or “Where’s that file?”

2. Improve Efficiency
   Something about stopping to document processes forces you to think them through. By doing this, you naturally generate efficiency. You might ask, “We’ve been doing this for so long—do we still need this step? Do we even need this process at all?”

Exactly. I’ve seen the same thing happen. I remember when information systems were new to the fleet world. People would do everything digitally, then print a copy, staple it, and file it in a cabinet. Then it hits you: “Wait a minute, what’s the point of having an information system if I’m still filling rooms with filing cabinets of paper?”

3. A Competitive Advantage
   Operating efficiently in today’s fleet management world is mandatory, especially for municipalities, schools, and government organizations that must make the most of taxpayer dollars. Having documented, reliable processes gives you a competitive edge because it ensures consistency, accountability, and professionalism across your fleet.

When you’ve got your house in order, you’re better equipped to handle whatever comes your way—whether it’s tighter budgets, compliance regulations, or public scrutiny. Not only do you look good to stakeholders, but you also position your fleet to perform better than others. 

4. Peace of Mind: Your Business Continuity Plan
   Let’s face it—life is unpredictable. From staff turnover to unexpected absences, things can change quickly. Process documentation gives you peace of mind. If someone is out sick or if a team member suddenly leaves, their replacement will have the documentation they need to step in and keep things on track.

This kind of foresight not only keeps daily operations running smoothly but also plays a critical role in long-term success. By making process documentation part of your overall disaster recovery and continuity plan, you’re future-proofing your fleet against unexpected challenges.

Tools to Get Started 

The easiest places to get started are with Google Docs and Drive or Microsoft Word and SharePoint. These tools are simple, familiar, and offer cloud storage for easy access and collaboration. But if you’re looking for something that makes the process faster and more streamlined, there are specialized tools that can help.

Loom

Sometimes, a video is worth a thousand words. Loom allows you to record your screen and walk through a process, which can be incredibly helpful for training or explaining a more complicated workflow. You can share these recordings with your team so they always have a visual guide to refer back to.

Scribe

Scribe allows you to document processes automatically by recording your screen as you perform tasks. This tool then generates step-by-step guides with screenshots and instructions, which can be shared with teams for process training or documentation.

Process Street

Process Street was built specifically to document and automate processes. It offers templates, checklists, and automation features, making it easy to create repeatable workflows.

Lucidchart

If you want to map out processes visually, Lucidchart is a great tool for creating flowcharts and diagrams. You can easily illustrate how different parts of a process connect, helping to clarify decision points and responsibilities.

Notion

Notion is an all-in-one workspace that combines documentation, task management, and collaboration. It’s flexible, allowing you to create detailed process guides alongside task lists, notes, and project boards. Plus, everything is centralized, so your team can easily find what they need.

AI-Powered Tools (e.g., ChatGPT, Claude)

AI tools can help you draft process documentation quickly. Just input a task description; these tools can generate a first draft, saving you time. From there, you can refine the document to fit your exact needs. AI can also suggest improvements or clarify steps you may have missed.

Ready to take control of your fleet's processes?

At RTA, we've seen firsthand how proper process documentation improves fleet operations. Our fleet management software seamlessly integrates with your documented processes, making implementation and adherence easier.

Don't let knowledge walk out the door. Let's work together to document, optimize, and digitize your fleet's processes. 

Contact RTA today. We'll show you how our software, combined with solid process documentation, can help your fleet run more efficiently, reduce downtime, and give you the peace of mind you deserve.