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To share the experience of the International Committee of the Red Cross (ICRC)'s approach to managing its records, using an e‐mail system.

The primary importance of communication between the headquarters and delegations of a global organization such as the ICRC lead it to use its e‐mail system to manage its “official” current records. The Lotus Notes system applies best practice principles of records management as defined in the ISO 15489 standard.

After almost a decade of operation the e‐mail system meets the requirements of managing official current electronic records, however, advice sought from an independent expert highlighted the lack of integration of other records, such as word documents, would cause problems in the future.

The e‐mail records management system is to be modified to cover both the official institutional records and the administrative documents.

This paper is a useful case study showing how a global organization with software solution constraints has successfully used a global e‐mail system, based on widely used groupware product, to manage its official records.

The purpose of this paper is to point out paradigm shifts in recordkeeping responsibilities from records and information management professionals (RIM professionals) to knowledge workers, caused by advancements in information and communication technologies and by user and organizational expectations. The impact of these changes on the implementation of professional records management (RM) principles and guidelines particularly in ISO 15489 is discussed.

The paper looks at the issues from an academic viewpoint by reviewing ISO 15489's RM principles presented in Part 1 and guidelines in Part 2 of the standard. The currency of the standard in capturing the changing practices that are flowing into RM approaches are then evaluated against four of the principles. These four principles are reviewed against three key paradigm shifts.

The authors present evidence of significant paradigm shifts relating to changing technology, work practices, devolution of recordkeeping responsibilities to users, their growing expectations, and increasing organizational concerns for RM accountability. These are generating pressure on RM systems to change and become more responsive. This review highlights the critical need to better appreciate the changing RM context and its implications for broader policy and professional practice.

The key practical implication identified in the paper relates to reconceptualisation of the roles of RIM professionals, knowledge workers and senior management for recordkeeping.

The changing nature of RM in organizations will necessitate stronger engagement of knowledge workers and senior management with their RM services.

This paper focuses on the user responsibilities for RM versus traditional RIM professionals having this role. The paper offers an innovative view of professional RM practice and suggests some new directions for RIM professionals to better accommodate user needs and expectations.

The purpose of this paper was to examine how mid- and upper-level police commanders' occupational perceptions shifted after the COVID-19 pandemic, upsurge in police protests, and perceived crime increases in 2020. We assess the extent to which these events altered police leaders' perceptions of stress, satisfaction, burnout and turnover intentions.

This study employs repeated cross-sectional survey data of over 900 police leaders who attended the FBI’s National Academy (FBINA) program. Respondents are distinguished by whether they attended the FBINA program before or after operations were suspended due to COVID-19. Bivariate tests were conducted to compare pre- and post-respondents' perceptions of stress, satisfaction, burnout and turnover intentions.

The findings indicate that post-pandemic respondents had higher turnover intentions than pre-pandemic respondents. The groups had no significant differences regarding stress, satisfaction and burnout perceptions.

The findings suggest that despite facing a global pandemic, police protests and perceived increases in crime, police leaders demonstrated high stability and resiliency. The data comprised law enforcement leaders who participated in the FBINA program; thus, the findings may not be generalizable to all officers.

This study is one of the first to assess changes in police leaders’ work perceptions following the COVID-19 pandemic, the rise in police protests and perceived increases in crime in 2020.