Speeches on Issues in Business Issues in Training and Communications by Saul Carliner

the studio of
Saul Carliner
content development
for the workplace

Speeches on Business Issues in Training and Communication

In this List of Speeches
Experience
Speeches Available
How to Schedule a Speech or Request More Information

Experience

Have spoken for these organizations and events:

Online Learning
Training Director's Forum
Canadian Society for Training and Development
IEEE Professional Communication Society
e-Learning Guild / Influent
American Society for Training and Development Conference
Society for Technical Communication Annual Conference
TECHCOMM
TechKnowledge
Wisconsin Conference on Distance Teaching and Learning
The following chapters of the American Society for Training and Development, International Society for Performance Improvement, and Society for Technical Communication: Atlanta, Boston, Central Connecticut, Chicago, Eastern Ontario, Israel, Metro Baltimore, Montreal, Orange County, Philadelphia Metro, Puget Sound, Singapore, Toronto, Twin Cities, Washington DC
Several private corporate events

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All speeches are 60 to 90 minutes. Length can be changed on request.

Speech

Description

Intended Audience

New!
The Way We Work What Research Suggests about the Real-World Practice of Technical Communication and Training Groups

What does the typical, staff of an internal technical communication department do? Do staff members just write internal documentation? Or do they also prepare marketing materials, conduct usability tests, and prepare training materials? What evidence does upper management really require them to provide to “prove” their value?

And speaking of training, what does the staff of a typical internal training department do? When will they face the demise of the traditional classroom? Are trainers increasingly producing user’s guides, references and other informal learning materials?

Although many commentators on both fields have shared their opinions, the evidence from research suggests a surprisingly different picture of the work of technical communicators and trainers and that, in turn, has profound implications for planning for the future. This presentation shares these pictures, suggests reasons for the surprises and, more immediately for you--suggests how internal technical communicators and trainers might use this information to weather the current economy and reposition themselves for the future.

Leaders and senior practicing professionals in training and technical communication.

Classic
Business Models for Training and Performance Improvement Departments

How can trainers have influence in organizations? A training department’s business model-the way in which it receives funding-has a more profound effect on power and influence than any other single factor. Applying research on organizations that develop training content, this session explains what business models are and explores how they affect influence and power. It surveys the most common business models for training organizations and gives participants an opportunity to assess the model under which they operate.

CLOs, training and performance improvement directors, training and performance improvement managers, senior training specialists, senior performance technologists, and consultants.

Business Models for Technical Communication Departments

Although the professional literature extols our role as the user advocate, only a change in the way we run our departments can result in our playing this role. The department’s business model--the way in which it receives funding--has a more profound effect on power and influence than any other single factor. Applying research on organizations that develop technical communication products, this session explains what business models are and explores how they affect influence and power. It surveys the most common business models for technical communication organizations and gives participants an opportunity to assess the model under which they operate.

Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.

New!
Preparing the Business Case for E-Learning

Because e-learning usually requires a larger up-front financial investment than most classroom instruction, organizations often a strong interest on justifying that investment before making a commitment to a project. This session provides an overview of how to prepare a business case. After defining the purpose of the business case, this presentation walks participants through the key parts of the case. This presentation closes by offering tips for persuasively presenting the business case.

Training and performance improvement managers, senior training specialists, senior performance technologists, and consultants.

Classic
We Are What We Measure: Metrics for Technical Communication Departments

If your internal or external clients view user’s guides, help, and related communication products as "necessary evils," then this session has some suggestions for you. Research-based, yet interactive, this session first presents the challenges in developing metrics for communication activities, then presents an emerging methodology--adapted from a widely followed methodology used by trainers and instructional designers--for working with your clients to demonstrate the bottom-line impact of your technical communication products.

Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.

We Are What We Measure: Metrics for Corporate Communication Departments:

If your internal or external clients view public relations, employee communications, product information, and related communication products as "necessary evils," then this session has some suggestions for you. Research-based, yet interactive, this session first presents the challenges in developing metrics for communication activities, then presents an emerging methodology--adapted from a widely followed methodology used in training--for demonstrating the bottom-line impact of your communication products.

Corporate communication directors, corporate communication managers, communication planners, senior communication specialists, contractors and consultants.

The Worst Case Survival Plan Book: Exit Strategies for e-Learning Projects

Although most instructional designers and project managers plan e-learning projects for success, in the real world, some projects still turn sour. For example, vendors go out of business. Technology does not work. Teams do not coalesce. This session explores issues you can address before a project begins, so that you can protect your work from a possible "disaster" afterwards. This session also identifies issues to consider should you need to implement your exit strategy.

Training and performance improvement staff who oversee contracts for products and services; contractors, consultants, and other suppliers who provide contracted services.

Demonstrating the Value and Effectiveness of Communication Products and Services

Are you suffering from the Rodney Dangerfield syndrome? Do you think that trainers and communicators get no respect? If so, you might benefit from this entertaining and interactive presentation. It:

Identifies common challenges to our work posed by technical professionals and managers

Explains that value is a perception, not a forumula

Suggests data that you can collect to promote the perception that you provide value

Proposes a framework for collecting the data

And, because data alone is not sufficiently convincing, suggests ways you can persuasively present this data and to whom you can most effectively present it.

Through exercises (time permitting), you assess your current ability to demonstrate value and solve case studies culled from real world experience in which technical communicators need to demonstrate their value.

Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.

The Information Design and Development Industry

To thrive as an instructional designer or technical communicator requires a broader understanding of the field than document design and related issues. It also requires business knowledge about the field (o) general demographics, (o) the "musts" of being an information designer or developer, (o) beliefs and values: the core beliefs of technical communicators, and (o) trends and issues, which could affect your long-term competitiveness. In addition, you have an opportunity to compute your "competitive index" and, from the information provided, can chart a course for improving your competitiveness.

People working in the technical communication and information design industry, and those who would like to.

Classic
Future Travels of the InfoWrangler

Are you an InfoWrangler? As new technologies, an increasingly competitive business environment, and more complex assignments merge the work of training and communications, a new field is arising--codenamed the InfoWrangler. Through this presentation, explore the roots of infowrangling, the change ahead for people working in communications and training, and challenges awaiting people in the field.

Note that a specialized version of this presentation is available for trainers and instructional designers who are making the transition to online and other distance learning technologies.

Technical communicators in all positions; training and instructional designers in all positions. People who are thinking about entering this field.

Top

How to Schedule a Speech or Request More Information

Please contact me.

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Back to the Speeches

Speech	Description	Intended Audience
New! The Way We Work What Research Suggests about the Real-World Practice of Technical Communication and Training Groups	What does the typical, staff of an internal technical communication department do? Do staff members just write internal documentation? Or do they also prepare marketing materials, conduct usability tests, and prepare training materials? What evidence does upper management really require them to provide to “prove” their value? And speaking of training, what does the staff of a typical internal training department do? When will they face the demise of the traditional classroom? Are trainers increasingly producing user’s guides, references and other informal learning materials? Although many commentators on both fields have shared their opinions, the evidence from research suggests a surprisingly different picture of the work of technical communicators and trainers and that, in turn, has profound implications for planning for the future. This presentation shares these pictures, suggests reasons for the surprises and, more immediately for you--suggests how internal technical communicators and trainers might use this information to weather the current economy and reposition themselves for the future.	Leaders and senior practicing professionals in training and technical communication.
Classic Business Models for Training and Performance Improvement Departments	How can trainers have influence in organizations? A training department’s business model-the way in which it receives funding-has a more profound effect on power and influence than any other single factor. Applying research on organizations that develop training content, this session explains what business models are and explores how they affect influence and power. It surveys the most common business models for training organizations and gives participants an opportunity to assess the model under which they operate.	CLOs, training and performance improvement directors, training and performance improvement managers, senior training specialists, senior performance technologists, and consultants.
Business Models for Technical Communication Departments	Although the professional literature extols our role as the user advocate, only a change in the way we run our departments can result in our playing this role. The department’s business model--the way in which it receives funding--has a more profound effect on power and influence than any other single factor. Applying research on organizations that develop technical communication products, this session explains what business models are and explores how they affect influence and power. It surveys the most common business models for technical communication organizations and gives participants an opportunity to assess the model under which they operate.	Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.
New! Preparing the Business Case for E-Learning	Because e-learning usually requires a larger up-front financial investment than most classroom instruction, organizations often a strong interest on justifying that investment before making a commitment to a project. This session provides an overview of how to prepare a business case. After defining the purpose of the business case, this presentation walks participants through the key parts of the case. This presentation closes by offering tips for persuasively presenting the business case.	Training and performance improvement managers, senior training specialists, senior performance technologists, and consultants.
Classic We Are What We Measure: Metrics for Technical Communication Departments	If your internal or external clients view user’s guides, help, and related communication products as "necessary evils," then this session has some suggestions for you. Research-based, yet interactive, this session first presents the challenges in developing metrics for communication activities, then presents an emerging methodology--adapted from a widely followed methodology used by trainers and instructional designers--for working with your clients to demonstrate the bottom-line impact of your technical communication products.	Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.
We Are What We Measure: Metrics for Corporate Communication Departments:	If your internal or external clients view public relations, employee communications, product information, and related communication products as "necessary evils," then this session has some suggestions for you. Research-based, yet interactive, this session first presents the challenges in developing metrics for communication activities, then presents an emerging methodology--adapted from a widely followed methodology used in training--for demonstrating the bottom-line impact of your communication products.	Corporate communication directors, corporate communication managers, communication planners, senior communication specialists, contractors and consultants.
The Worst Case Survival Plan Book: Exit Strategies for e-Learning Projects	Although most instructional designers and project managers plan e-learning projects for success, in the real world, some projects still turn sour. For example, vendors go out of business. Technology does not work. Teams do not coalesce. This session explores issues you can address before a project begins, so that you can protect your work from a possible "disaster" afterwards. This session also identifies issues to consider should you need to implement your exit strategy.	Training and performance improvement staff who oversee contracts for products and services; contractors, consultants, and other suppliers who provide contracted services.
Demonstrating the Value and Effectiveness of Communication Products and Services	Are you suffering from the Rodney Dangerfield syndrome? Do you think that trainers and communicators get no respect? If so, you might benefit from this entertaining and interactive presentation. It: Identifies common challenges to our work posed by technical professionals and managers Explains that value is a perception, not a forumula Suggests data that you can collect to promote the perception that you provide value Proposes a framework for collecting the data And, because data alone is not sufficiently convincing, suggests ways you can persuasively present this data and to whom you can most effectively present it. Through exercises (time permitting), you assess your current ability to demonstrate value and solve case studies culled from real world experience in which technical communicators need to demonstrate their value.	Technical communication directors, technical communication managers, information planners, senior information designers and developers, senior technical communicators, contractors and consultants.
The Information Design and Development Industry	To thrive as an instructional designer or technical communicator requires a broader understanding of the field than document design and related issues. It also requires business knowledge about the field (o) general demographics, (o) the "musts" of being an information designer or developer, (o) beliefs and values: the core beliefs of technical communicators, and (o) trends and issues, which could affect your long-term competitiveness. In addition, you have an opportunity to compute your "competitive index" and, from the information provided, can chart a course for improving your competitiveness.	People working in the technical communication and information design industry, and those who would like to.
Classic Future Travels of the InfoWrangler	Are you an InfoWrangler? As new technologies, an increasingly competitive business environment, and more complex assignments merge the work of training and communications, a new field is arising--codenamed the InfoWrangler. Through this presentation, explore the roots of infowrangling, the change ahead for people working in communications and training, and challenges awaiting people in the field. Note that a specialized version of this presentation is available for trainers and instructional designers who are making the transition to online and other distance learning technologies.	Technical communicators in all positions; training and instructional designers in all positions. People who are thinking about entering this field.