Description
The role of the Technical Publication Manager (TPM) is crucial to the success of a technical writing department as well as to that of individual department members. Serving as the face of this specialized group to the organization at large, the ideal TPM is:- "educator-in-chief" to the rest of the organization concerning the purpose and contribution of technical publications and the tech writing function.
- liaison between his/her group and the management chain of command in which it is situated, continually clarifying management expectations and ensuring the group is positioned to meet them.
- alert to significant developments on the business side, from broader industry trends to specific company challenges, major initiatives, and bottom-line results.
- conscientious about sharing the potential impact of significant business developments with the group.
Responsibilities
The TPM is responsible for backing up his/her advocacy of the department with quality results. This entails:- designing effective information delivery systems;
- structuring project request and development processes;
- establishing content and format standards;
- training on and maintaining adherence to project development, content and format standards;
- proactively identifying highest priority publication needs and allocating resources accordingly;
- defining meaningful ways to quantify department accomplishments;
- reporting department accomplishments with emphasis on productivity and business impact.
- hiring wisely
- don't be overly influenced by credentials: skills, such as use of a specific software application, can be taught: talent and logical thought cannot;
- look for evidence of both intellectual and interpersonal strengths;
- envision how the candidate's personality would fit with existing staff members and/or arrange a group interview.
- clearly defining individual performance expectations, getting agreement, and providing regular feedback: no annual performance review should ever be a surprise;
- matching individuals' strengths to appropriate tasks or pairing up those with complementary strengths;
- resisting the urge to "fix" an employee who does not have a natural aptitude for something;
- discussing career goals and helping map individual development paths;
- providing development opportunities (training, seminars, conferences) as made possible by company policy and department budget;
- if possible, creating positions within the department that represent progressive mastery of skills and level of accomplishment, and providing concomitant compensation.