community careers and compensation 2020 · from the community roundtable’s state of community...

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CommunityCareersandCompensation

2020


THE ONLINE COMMUNITY

FOR COMMUNITY PROFESSIONALS

META? YES. INVALUABLE? ALSO, YES.

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Overview

 Whatdoesitmeantobeacommunity

professionalin2020?Thisreportincludesdata

fromTheCommunityRoundtable’sStateof

CommunityManagement2019researchtoexplore

howcommunityrolesareevolving.Thisin-depth

guideprovidesasnapshotofthelatestin

communityroles,responsibilities,teamstructures,

compensation,andjobdescriptions.

Whetheryouareaseasonedprofessionalmapping

yournextmove,anewcommunity

managerseekingcleardefinitions,orahiring

professionalstaffingcommunityroles,thisreport

hasinformationtailoredtosupportyou.

ForCommunityProfessionals Youwillfindresourcestocreatecareerplans

basedonrealjobdescriptions,industrydata,

andsalaryranges.Differentiatedrolesand

responsibilitiesareoutlinedbasedontitle.

ForHiringManagersandHRProfessionals

Youwillfindexamplesofjobdescriptions,

experience,salaryranges,andreporting

structurestoinformyourhiringpractices,

basedoncurrentindustrytrends.

ExecutiveSummary 4 KeyFindings 10 ProfilesofCommunityRoles 20 Recommendations 30 Appendix:JobDescriptionIndex 34


A decade ago, there were no community management courses and few organizations had a good

definition of the community roles that existed. Since we released the first Community Careers and

Compensation reportand itscompanion,TheCommunitySkillsFrameworkTM, in2014, thecommunity

market has developed significantly. Communities are now the most efficient way to engage and

empowerorganizational ecosystemsandwe see adiverse rangeof industries investing in community

approacheswithmoreroles,responsibilities,andvisibilityavailabletocommunityprofessionals.

Today, asmore organizations invest in community and teams grow, the average team includesmore

than five people. This growth is illustrated by the increasing number of community professionals

receiving promotions; in 2014 we reported that only 36% of community professionals had been

promoted. In our latest research, that percentage dramatically rose to 63%, suggesting that

organizationsseevalueintherole–andrewarditintangibleways.Trendspointtoincreasingresources,

betterintegrationintobusinessprocesses,andincreasinginfluenceandinvestments–butthatisputting

evenmorestrainoncommunityprofessionalswhoarestillshoulderinghugeworkloads.Onaverage,we

found that there is one community team member for every 70,000 members. While this staffing

approach produces huge ROI, with community approaches costing only $1.08/member/year, but it

ultimately results inhighburnout incommunitystaffand limitshowquicklycommunityprogramscan

addressadditionalopportunities.

Communityprofessionalsareincreasinglyseenastransformationalleaderswhohelptheirorganizations

evolve their leadership and engagement models to suit a new era. This report illuminates how

community teams are defined, compensated and structured to support these critical organizational

efforts.

2020KeyFindings:1. CommunityTeamsExpand

2. CommunityRolesDiversify

3. ScaleCreatesChallengesandOpportunities

CommunityCareers&Compensation2020ExecutiveSummary


Methodology

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Demographics

Industry

Community Age

Organization Size

Community Audience and Use Case

Primary Community Platforms

Community Membership

Business, Legal, and Professional

Education

Energy

Financial Services

Government / Public Administration

Health Care and Social Services

High Tech / Telecom / Software

Manufacturing

Media, Entertainment, and Publishing

Nonprofits

Pharmaceuticals

Retail

Transportation

Other

0-4950-99100-499500-9991,000-4,9995,000 - 9,99910,000 - 49,999>50,000

4%

13%

10%

12%

8%10%

6%

8%

4%

7%

3%

13%3%

Pre-launch

<1 year

1 year

2 year

3 year

4 year

5 year

6 year

7 year

8 year

9 year

10-19 year

20+ year

9%

17%

4%

7%

28%

42%

28%

28%

15%

2%

9%

2%

0 - 499

500 - 999

1,000 - 9,999

10,000 - 49,999

50,000 - 99,999

100,000 - 999,999

1M+

ExternalInternal

7%

1%

51%

21%

28%

ExternalInternal BothCollaboration

Community of Interest

Community of Practice

Corporate Initiative

Other

Internal

26%

9%

38%

18%

9%

1%

Customer Support

Marketing


Product Innovation

Networking/Shared Interest

Other

External

44%

4%

24%

20%

7%

2%

2%

2%

3%

3%

4%

4%

7%

7%

9%

9%

11%

11%

23%

4%

*”Other” also includes platforms like Atlassian, Discourse, Drupal, InSided, LinkedIn, Twitter, and Vanilla Forums

JiveN/Aurea

Khoros Community (formerly Lithium)

Higher Logic

Salesforce

Facebook: Groups

Khoros Community (formerly JiveX)

Sharepoint/Microsoft

Telligent

Facebook: Workplace by Facebook

IBM Connections

Igloo

Slack

Yammer/Microsoft

Other*

Custom Platform

Communities that participated in the State of Community Management 2019 represent external,

%*0!.*�(Čŏ�* ŏ0$+/!ŏ0$�0ŏ�.!ŏ% !*0%ü! ŏ�/ŏ�+0$ŏ!40!.*�(ŏ�* ŏ%*0!.*�(ŏ1/!ŏ��/!/Čŏ�/ŏ3!((ŏ�/ŏ�ŏ3% !ŏ.�*#!ŏ

+"ŏ%* 1/0.%!/ċŏ�$!/!ŏ�+))1*%05ŏ,.+#.�)/ŏ.�*#!ŏ%*ŏ�#!ŏ".+)ŏ,.!ġ(�1*�$ŏ0+ŏ�ŏ$�* "1(ŏ0$�0ŏ�.!ŏ+2!.ŏĂĀŏ

5!�./ŏ+( ċŏ�$!ŏ"+((+3%*#ŏ !)+#.�,$%�/ŏ�.!�'ŏ +3*ŏ0$!ŏ.!/,+* !*0ŏ/�),(!ŏ"+.ŏ0$!ŏĂĀāĊŏ/1.2!5ċ

We asked respondents to select their primary community platform, acknowledging that communities

+"0!*ŏ/,�*ŏ)�*5ŏ,(�0"+.)/ŏ�* ŏ�$�**!(/ċŏ�$%/ŏ �0�ŏ�+)!/ŏ".+)ŏ0$!ŏ/!("ġ/!(!�0! ŏ.!/!�.�$ŏ/�),(!ŏ�* ŏ

)�5ŏ*+0ŏ.!ý!�0ŏ0$!ŏ)�.'!0ŏ�/ŏ�ŏ3$+(!ċ

The relative distribution of industries represented in the sample has remained similar to 2018. Those identifying as High Tech continue to have the highest representation with just over 40% of the sample.

Similar to previous years, the organizations represented are well distributed between small, medium, and large categories based on number of employees.

Similar to the 2018 sample, the highest reporting range of members for internal communities is 1,000 - 9,999 and external is between 1,000 - 49,999.

The number of newer communities (between pre-launch and 1 year of age) has decreased from the 2018 sample, but the number of older communities (over 10 years of age) is more than three times larger than in the 2018 sample, which may explain outputs like higher reported ROI in this year’s research.

The use case breakdown has flipped from the 2018 sample, where 52% was internal, 29% external, and 19% both. This flip may reflect the renewed interest in customer-facing communities that we have seen anecdotally in our work.

Thedatapublishedinthisreportwascollectedfromthe325communityprogramswhoparticipatedin

ourStateofCommunityManagement(SOCM)researchbetweenJanuaryandMarch2019.

Asinallpreviousreports,membersofTheCRNetworkhelpedshapetheresearchsurveyandapproach

throughaworkinggroup.TheCommunityRoundtableresearchteamcollaboratedwithTheCRNetwork’s

SOCMWorking Group to develop a comprehensive survey tomeasure how community practitioners

view theirplace in the community spaceat this current time.Once the surveyopened, itwas shared

withbothTheCRNetworkmembershipandourbroaderecosystem.Thisledtoaself-selectedgroupof

survey respondents, andour demographics reflect that. This survey (and report) does not necessarily

reflect overall industry trends, but it does show and explain what this portion of the community

managementspaceisexperiencing.

Oncethesurveyclosed,TheCommunityRoundtableresearchteamconducteddatacleaningandanalysis

and collaborated with the Working Group to discuss trends and key findings. One product of that

collaborationisthisreport.

Demographics




Demographics

Industry

Community Age

Organization Size

Community Audience and Use Case

Primary Community Platforms

Community Membership

Business, Legal, and Professional

Education

Energy

Financial Services

Government / Public Administration

Health Care and Social Services

High Tech / Telecom / Software

Manufacturing

Media, Entertainment, and Publishing

Nonprofits

Pharmaceuticals

Retail

Transportation

Other

0-4950-99100-499500-9991,000-4,9995,000 - 9,99910,000 - 49,999>50,000

4%

13%

10%

12%

8%10%

6%

8%

4%

7%

3%

13%3%

Pre-launch

<1 year

1 year

2 year

3 year

4 year

5 year

6 year

7 year

8 year

9 year

10-19 year

20+ year

9%

17%

4%

7%

28%

42%

28%

28%

15%

2%

9%

2%

0 - 499

500 - 999

1,000 - 9,999

10,000 - 49,999

50,000 - 99,999

100,000 - 999,999

1M+

ExternalInternal

7%

1%

51%

21%

28%

ExternalInternal BothCollaboration

Community of Interest


Corporate Initiative

Other

Internal

26%

9%

38%

18%

9%

1%

Customer Support

Marketing


Product Innovation

Networking/Shared Interest

Other

External

44%

4%

24%

20%

7%

2%

2%

2%

3%

3%

4%

4%

7%

7%

9%

9%

11%

11%

23%

4%

*”Other” also includes platforms like Atlassian, Discourse, Drupal, InSided, LinkedIn, Twitter, and Vanilla Forums

JiveN/Aurea

Khoros Community (formerly Lithium)

Higher Logic

Salesforce

Facebook: Groups

Khoros Community (formerly JiveX)

Sharepoint/Microsoft

Telligent

Facebook: Workplace by Facebook

IBM Connections

Igloo

Slack

Yammer/Microsoft

Other*

Custom Platform

Communities that participated in the State of Community Management 2019 represent external,

%*0!.*�(Čŏ�* ŏ0$+/!ŏ0$�0ŏ�.!ŏ% !*0%ü! ŏ�/ŏ�+0$ŏ!40!.*�(ŏ�* ŏ%*0!.*�(ŏ1/!ŏ��/!/Čŏ�/ŏ3!((ŏ�/ŏ�ŏ3% !ŏ.�*#!ŏ

+"ŏ%* 1/0.%!/ċŏ�$!/!ŏ�+))1*%05ŏ,.+#.�)/ŏ.�*#!ŏ%*ŏ�#!ŏ".+)ŏ,.!ġ(�1*�$ŏ0+ŏ�ŏ$�* "1(ŏ0$�0ŏ�.!ŏ+2!.ŏĂĀŏ

5!�./ŏ+( ċŏ�$!ŏ"+((+3%*#ŏ !)+#.�,$%�/ŏ�.!�'ŏ +3*ŏ0$!ŏ.!/,+* !*0ŏ/�),(!ŏ"+.ŏ0$!ŏĂĀāĊŏ/1.2!5ċ

We asked respondents to select their primary community platform, acknowledging that communities

+"0!*ŏ/,�*ŏ)�*5ŏ,(�0"+.)/ŏ�* ŏ�$�**!(/ċŏ�$%/ŏ �0�ŏ�+)!/ŏ".+)ŏ0$!ŏ/!("ġ/!(!�0! ŏ.!/!�.�$ŏ/�),(!ŏ�* ŏ

)�5ŏ*+0ŏ.!ý!�0ŏ0$!ŏ)�.'!0ŏ�/ŏ�ŏ3$+(!ċ

The relative distribution of industries represented in the sample has remained similar to 2018. Those identifying as High Tech continue to have the highest representation with just over 40% of the sample.

Similar to previous years, the organizations represented are well distributed between small, medium, and large categories based on number of employees.

Similar to the 2018 sample, the highest reporting range of members for internal communities is 1,000 - 9,999 and external is between 1,000 - 49,999.

The number of newer communities (between pre-launch and 1 year of age) has decreased from the 2018 sample, but the number of older communities (over 10 years of age) is more than three times larger than in the 2018 sample, which may explain outputs like higher reported ROI in this year’s research.

The use case breakdown has flipped from the 2018 sample, where 52% was internal, 29% external, and 19% both. This flip may reflect the renewed interest in customer-facing communities that we have seen anecdotally in our work.

Communities that participated in the State of Community Management 2019 represent a diverse set of

communityprogramsthatspanindustries,organizationalsize,andusecase.Thesecommunityprogramsrangein

age from pre-launch to a handful that are over 20 years old. The following demographics break down the

respondentsampleforthe2019survey.

Demographics


TheCommunitySkillsFramework™

TheCommunityRoundtable’sCommunitySkillsFramework™providesguidancetocommunityprofessionals,team

leaders, and HR stakeholders so that they can better understand the breadth of community leadership and

managementskills.Forcommunityprofessionalsandtheirsupervisors,itcanbeusedtoassessstrengths,gaps,andopportunitiesfor

professionaldevelopment–anddemonstrateprogressandexpertisedevelopment.For team leadersandHRstakeholders, theCommunitySkills Framework™canbeused toassess the strengths,

gaps, and opportunities across a community team, prioritize training, create professional development plans,

identifyopportunitiesforcontractors,anddevelopjobdescriptions.

The 50 Skills of Community Management

—ENGAGEMENTSKILLSListening&AnalyzingResponse&EscalationModeration&ConflictFacilitationPromotingProductiveBehaviorsEmpathy&MemberSupportFacilitatingConnectionsNewMemberRecruitmentNewMemberWelcomingMemberAdvocacyBehaviorChange&Gamification

—STRATEGICSKILLS—CommunityStrategyDevelopmentRoadmapDevelopmentPolicy&GuidelineDevelopmentNeeds&CompetitiveAnalysisMeasurement,Benchmarking&ReportingTrendspotting&SynthesizingConsultingExecutiveCoachingContentStrategyDevelopmentEvaluatingEngagementTechniques

—BUSINESSSKILLS—ProgramManagementBusinessModelDevelopmentBudget&FinancialManagementTeamHiring&ManagementContractorHiring&ManagementSelling,Influencing&EvangelizingCommunityAdvocacy&PromotionTrainingDevelopment&DeliveryVendorManagementGovernanceManagement

—CONTENTSKILLS—CommunicationPlanningWritingGraphics&DesignMultimediaProductionNarrativeDevelopmentEditingCurationProgram&EventPlanningTaxonomy&TaggingManagementSEO&SearchOptimization

—TECHNICALSKILLS—SystemsAdministrationDataCollection&AnalysisToolEvaluation&RecommendationTechnicalSupportMemberDatabaseManagementPlatformArchitecture&IntegrationTechnologyIssueResolutionSoftware&ApplicationProgrammingUX&DesignAlgorithmDesign&DataManipulation

Community Skills Framework by The Community Roundtable is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.


HowtoUsethisResearch

 ForHRandHiringManagers

✔ Defineroles–Betteralignresponsibilitiesandcompensationfor

communityroles.

✔ Developacareerpath–Ensureyouareprovidingcompelling

reasonsforvaluableemployeestostay.

✔  Improverecruitingsuccess–Well-craftedjobdescriptionswith

alignedcompensationwillresultinbettercandidatesthataremore

likelytoacceptoffers.

✔ Createdevelopmentplans–Usethisresearchtohelpdefineskills

andresponsibilitytargetsandreviewcommunitymanagement

performance.

 ForCommunityProfessionals

✔ Redefineyourcurrentrole–Ifyouarefeelingoverwhelmed–or

underwhelmed–usethisresearchtohelpredefineyourrolesothatit

isabetterfitforbothyouandyourorganization.

✔ Getapromotion–Areyoutakingontheresponsibilitiesofadirector

ofcommunity,butnotgettingtheassociatedrecognitionor

compensation?Usethisdatatoshowwhyyoudeservemore.

✔ Evaluatejobopportunities–Usethisresearchtounderstandand

assessjobopportunities.

✔ Negotiatenewroles–Usethisdatatohelpframeyourconversations

withandeducatehiringmanagers.Don’tassumetheyunderstandthe

rolebetterthanyoudo.

 Communityrolesare

evolvingrapidlyas

communityapproaches

becomemorecommon

intoday’s

organizations.However,

thereremainsconfusion

regardinghow

experience,skills,

responsibilities,

compensation,and

resourcesalign.

 Thisreportisdesignedtohelpcommunity

professionalsandthose

thathireandmanage

themgetabetter

understandingoftrends

intheindustry.


WhoareCommunityProfessionals?Communityprofessionalsare theair traffic controllers

oftheircommunities–theyknowwhoiscominginand

out, what they are doing, and they orchestrate the

logistics tomake it all safe, valuable and sustainable.

That makes the role much more complex than often

imagined.It’snotsurprisingthenthatthevastmajority

hold bachelor’s degrees and many hold master’s

degrees.

The average community professional also has over a

decadeandahalfofworkexperience,withsixyearsof

communityexperience.Whiletheaveragecommunity

professional holds amid-level role, community professionals range from junior positions to executive

roles.Thisisimportanttonote,asorganizationslearnhowtostaffadiversityofcommunityroles-and

moreindividualshavetheexperiencetobepartofacommunityteamthanthosethatcanmanagethe

responsibilityofbeinga solocommunitymanager.Ascommunityprogramsmature,weexpect to see

evenmorerolevariation.

For those looking to hire community staff, they come from a wide variety of backgrounds, with the

dominantfieldsbeingmarketing,communications,customersupport,IT,andL&D.

FunctionalBackgroundofCommunityProfessionals


Key Findings


GrowthinStaff-GrowthinValue-GrowthinStress

Over one-third of community programs increased communitystaffingover theprevious year andaverage community teams

arenowconsistofoverfivepeople,withamixoffull-andpart-

timestaff.

Thisis,however,astoundingwhenyouconsiderforsomeofthe

larger communities, there is onlyone community resource for

every70,000members. That ratio varies significantlybetween

employee communities and large customer communities, butshows little rationalization between staffing levels and value

generated. It is neither surprising that the ROI generated by

communities is enormous nor that 50% of communityprofessionals are burnt out. Community professionals are

seeing theperceptionof their valuegrow internally,with70%

saying that it has increased in thepast year – but that is also

increasing their visibility and with it more internal requests,stretchingthemevenfurther.Theresultisaprecariousbalance

between dramatically increasing demands with marginally

increasingbudgets.

Opportunities

•  Increaseengagementandvalue

•  Moreintegrationintobusiness

processes

Challenges

•  Staffburnout

•  Investmentingovernancethat

betteralignsefforts

•  Quantifyingthevalueofeachhire

•  Designingmanagementtools

3,475%

8,932% Internal External

Community ROI

KeyFinding#1-CommunityTeamsExpand


CommunityTeamsinTransition

Accordingtotheresearch,37%ofcommunityprofessionalsarestillsolopractitionerswhilethebiggest

teams,whomanage large ecosystems, canhaveup to 50 staff.More commonly, creative community

professionalsareengagingarangeofstakeholderstoextendtheircapacity,frominternalstaffinother

departments to community champions. Especially with internal, employee-facing communities,

community management is increasingly a discipline of general management and community teams

includeanaverageof59otherpeoplewhocontributetocommunitymanagementthatarenotonthe

corecommunityteam.Customercommunityteamsdothisaswell,buttoalesserextent, including11

othersinthemanagementofcommunities.Intotal,36%ofcommunityprogramsincludeperformance

goalsforthoseoutsideofthecommunityteamitself.

Anotherwaythatcommunityteamsareextendingtheircapacityisbyhiringcontractorsandconsultants.

45%ofallprogramsand57%ofprogramswithadvancedstrategies*usethisapproachtosupporttheir

work,particularlyintheareasofplatformtechnologyanddesign,communitystrategy,andcommunity

management.

CommunityTeamComposition

12%

34%

70%

22%

32%

84%

Planstohire

StaffIncrease

PerceivedValue

HowCommunityTeamsareChanging

AdvancedStrategy Average

*Wedefinecommunitieswith“advancedstrategies”asthosewithstrategiesthatareapproved,operational,andmeasurable.”



AnEvolvingProfession

Only 8% of community professionals trained specifically for community roles and only 62% are

provided training –making community jobs often those that are learned experientially with little

guidanceor support.That lackof structuremakes these roleshard tohire for,hard tosucceed in,

difficulttomanage,andchallengingtopursue.

Historically,peopleintheserolesthrivedoffoftheentrepreneurialnatureofthesejobsandbecause

theywereoftenthefirsttoholdtheseroles,theyrelishedtheautonomyandversatility.Becausein

thepast,successwashardtodefinethatadaptabilitywasanasset.Ascommunityprogramsmature

they need to set expectations, maintain performance, and coordinate both among multiple

community team members and the broader organization, requiring more structure and better

definition.

In the Community Skills Framework, we identify five skill families that are important to build a

successfulcommunityprogram;Engagement,Content,Technical,Strategic,andBusinessskills.Each

skillfamilyisbrokendownintothetoptenskillsthatcontributetoeach.Acrosscommunityroles,the

emphasisontheseskillsvaries–withthemoretacticalrolesfocusedonfewerareasandthegeneral

rolescoveringmanyskills,butwithlessdepth.

Notsurprisingly,engagementisthehighest-rankingskillforallcommunityprofessionals,butasyou

breakrolesdownbyinternally-andexternallyfocused,thepercentageoftimespentineachdiffers.

Content and technical skills consumemore time in externally-focused roles and engagement and

strategytakeupmoretimeforinternally-facingcommunityteams.

SkillsbyImportance PercentofTimeSpent,bySkill



NewRoles,NewOpportunities With community teams expanding, and only 34% of

communityprofessionals leftonteamsofone, thereare

increasing opportunities for people new to the

profession. This provides two critical resources;

experienced peers to learn from and a wider array of

roles.Many of these new roles are focused in one skill

area,makingiteasierforpeoplenewtotheprofessionto

findopportunity.

Opportunities

•  Skillspecialization

•  Betteralignmentwithothers

•  Bringingnewskillstothe

organization

Challenges

•  Roledefinitionandstandards

•  Prioritizationofskills

One trend, in particular, that is quite telling; the emergence of functional community professionals –

community marketing, community learning, community analyst roles. These people sit in traditional

functions,butuse communityapproaches to change theway that functiondelivers value.Centralized

communityteamsareturningintocentersofexcellence,whichprovidetraining,coaching,analysis,and

technicalsupporttotheseline-of-businessprofessionals.Communitymanagement,inturn,isbecoming

adisciplineofgeneralmanagementacrossthebusiness.Weexpectthistrendtocontinueascommunity

approachesbecomemoreintegratedacrossorganizationalecosystems.Long-termcommunityskillswill

bebroadlyadopted,withcommunityexpertsdoingmorediscreteworkincoachingandteachingothers.

KeyFinding#2-CommunityRolesDiversify


MostPopularCommunityRoles:

• CommunityManager

• Moderator

• EngagementSpecialist

• CommunityStrategist

CommunityRolesOnTheRise:

•   DirectorofCommunity

•   CommunityAnalyst

•   CommunityOperations

•   CommunityMarketing

EmergingCareerPaths

Oneofthechallengesthatthecommunityindustry

haswrestledwithistheobscurityofitscareerpath.

Community managers have long been a common

role, but require a breadth of expertise thatmost

people trying to enter the profession have a hard

time achieving. Those in the role are often using

thatbreadthofskills,butaresooverwhelmedthey

haveahard timehelping stakeholdersunderstand

all the different responsibilities that go into the

role. This reality makes it hard to secure the

support and resources to hire others, creating a

viciouscyclethatcanbehardtobreak–butweare

beginning to see that happening. While many

individuals still perform multiple roles, it is

encouraging to see the rise in roles like strategist,

director of community, analyst, engagement

specialist,andcontentspecialist.

Some recent roles that have emerged are that of

community operations and the functional

community specialist (i.e. community marketing,

community support, community learning

specialists). One challenge is establishing more

explicitcareerpathsbetweentheseroles.Only19%

of organizationswith communities have a defined

careerpath,although38%of thosewithadvanced

community strategies have one – suggesting as

value is established, career roles and pathways

becomemoreexplicit.

PercentofCommunityTeamswiththeFollowingRoles



IncreasingProfessionalDevelopmentOptions

Whiletherearestilltoofewcommunityprofessionalsofferedexplicittraining,professionaldevelopment

opportunitiesareimproving.Conferencesarestillthedominantoption,withmembershipinprofessional

networkslikeTheCRNetworkgrowinginpopularity.Thissuggeststhatcommunitymanagersbothvalue

theirownnetworksandunderstandthatmanyofthechallengestheyfaceincommunityleadershipand

managementarenuancedandcontextual,whichdon’talwayslendthemselvestoformaltraining.Both

conferences and professional development networks provide essential avenues for the connections,

mentoring,andconversationsthatarevitaltosuccess.

Communitieswithadvancedstrategiesaresignificantlymorelikelytoinvest inallkindsofprofessional

developmentoptions,especiallyintheareaofcoaching.Thisone-to-onedevelopmentexperienceisalso

mirroredinthe56%ofcommunityprofessionalswhomentorothers,suggestingthatthisindividualized

approachisvaluabletonavigatingwhatisanemergingdiscipline.Thehighrateofmentoringmayalso

explain the high burn out rates in community professionals – adding additional and time-intensive

responsibilitiesthatdon’ttypicallyshowupinjobdescriptionsorareexplicitlyvaluedbyemployers.

Thegoodnewsisthattherearenowplentyofoptionsforcommunitypractitionerstofindprofessional

developmentopportunities,inawaythatworksbestforthem.

ProfessionalDevelopmentSupport



CommunityGovernanceStructure

Opportunities

•  Morevisibilityandcredibility

•  Moreresourcesandoptions

Challenges

•  Quantifyingprogressandvalue

•  Evolveintocentersofexcellencethat

supportexpertiseacrossorganizations

CommunityLeadersHaveVisibilityandAttention

As communities mature they and their leaders become

more essential to the core operations of organizations.

That is revealed in a number of ways – from more

individuals in different functions being assessed on

community engagement, to more requests for help in

communicating, and more collaborations with functional

groupstodevelopcommunities-allofwhichincreasesthe

demands on a community team’s resources that are not

alwaysrecognized.

Afull17%ofallcommunityprogramsand32%ofinternal

community programs are now centers of excellence,

focusedonempoweringandenablingothers across their

organizations. This can be seen in the frequency of

requests to community teams for support,help, training,

consulting, and coaching – and makes the work of

communityprofessionalsmorecomplex.

0% 10% 20% 30% 40% 50%

Coaching

Data

Training

Consulting

Promotions

MemberSupport

Information

CommunityManagement

FrequentRequeststoCommunityTeams

AdvancedStrategies Average

KeyFinding#3-ScaleCreatesChallengesandOpportunities


The Changing Visibility of Communities

IntroducesNewChallenges

Those leading community programs are faced with a

complex set of expectations and perspectives,

generating both support and frustration. Like the

communitiestheyoperate,community leadersneedto

work with an increasing number of stakeholders;

executives,communitymembers,theirteammembers,

advocates,and functionalpeers.This isa lotofgroups

to keep up with for teams that are already light on

resources.Despitethistheyhavesecuredthesupportof

63%ofexecutivesandareactivelysupportingarangeof

functional processes, requiring active collaboration

across business groups and giving them increased

visibility.

These community leaders are also leading teams,

mentoringothers,provingvalue,securingsupport,and

integrat ing community programs into their

organizations. It’s a lot to ask of small teams and not

surprisingly, 32% of community professionals point to

lackofresourcesastheirtopfrustration.Giventhatonly

17%ofcommunityteamshaveapprovedandresourced

roadmaps – it’s easy to see that more resources in

general, and business skills specifically, would help

decreasefrustrationandburnout.



Communities Advance Complex Objectives

�.�*/%0%+*%*#ŏ0+ŏ�*ŏ!2!.ġ�$�*#%*#Čŏ� �,0%2!Čŏ�* ŏ$%#$ġ0.1/0ŏ+.#�*%6�0%+*�(ŏ!*2%.+*)!*0ŏis enormously challenging as it requires changes to almost every area of business operations, including how we think about (!� !./$%,ŏ�* ŏ)�*�#!)!*0ċŏ�+))1*%05ŏapproaches scale trust, remove bottlenecks, and empower individuals to act on new information quickly and transparently, while enabling others to learn and maintain a shared situational awareness as things �$�*#!ċŏ�$%/ŏ%*�.!)!*0�(ŏ5!0ŏ.�,% (5ġiterative approach to change is the best way to transform an organization without !/0.1�0%2!ŏ�* ŏ��.1,0ŏ1,$!�2�(ċŏ

�� !)%�ŏ�.�2!(ŏ��.+� Čŏ�ŏ)% ġ/%6!ŏeducational travel organization, has many small offices around the world and used 0+ŏ+,!.�0!ŏ%*ŏ�ŏ$1�ġ�* ġ/,+'!ŏ)+ !(ŏwherein each overseas office would primarily communicate with headquarters in the United States, but not with other +þ�!/ŏ+2!./!�/ċŏ�$!%.ŏ%*0!.*�(ŏ�+))1*%05ŏchanges that, and overseas offices now �+**!�0ŏ3%0$ŏ!��$ŏ+0$!.ŏ.!#1(�.(5ċŏ�$!ŏsense of connection that staff gain from the community has changed the company culture and boosted morale, particularly in /)�((!.ŏ+2!./!�/ŏ+þ�!/ċ

Community programs are compelling

because their outcomes can be connected to complex business objectives like innovation, culture change, and customer .!0!*0%+*ċŏ�$!/!ŏ�.!ŏ/+)!ŏ+"ŏ0$!ŏ)+/0ŏtenacious challenges that organizations face 0+ �5Čŏ)�'%*#ŏ0$!/!ŏü* %*#/ŏ,�.0%�1(�.(5ŏ!*�+1.�#%*#ŏ�* ŏ!4�%0%*#ċŏ

Communities also contribute to tactical and complex member objectives, from getting faster answers to increasing trust �* ŏ�+*ü !*�!ċŏ�1.ŏ.!/!�.�$ŏ/$+3/ŏ0$�0ŏcommunities generate value for members 0$�0ŏ�,,(%!/ŏ0+ŏ�ŏ %2!./%05ŏ+"ŏ3+.'ý+3/ŏ�* ŏexperiences, including reducing negative !)+0%+*�(ŏ%),��0Čŏ#!*!.�0%*#ŏ/,!�%ü�ŏ% !�/Čŏ�* ŏ#!*!.�(ŏ%*/,%.�0%+*ċŏ

At Microsoft, the internal machine learning community periodically holds competitions in which a product team shares a real prediction task that they are trying to %),.+2!ċŏ�+))1*%05ŏ)!)�!./ŏ".+)ŏ�.+1* ŏ0$!ŏ�+),�*5ŏ/!("ġ+.#�*%6!ŏ%*0+ŏ/)�((ŏ0!�)/ŏ�* ŏ�+),!0!ŏ0+ŏ%),.+2!ŏ+*ŏ0$!ŏ0!�)Ě/ŏmodel—using any techniques and tools they 3�*0ċŏ�!"+.!ŏ0$!ŏ�+),!0%0%+*Čŏ�*ŏ!4,!.0ŏ

gives a tutorial on relevant techniques and technologies, and after the competition 0$!ŏ3%**%*#ŏ0!�)/ŏ,.!/!*0ŏ0$!%.ŏ3+.'ċŏAny team whose model outperforms the baseline might have part or all of their /+(10%+*ŏ� +,0! ŏ�5ŏ0$!ŏ,.+ 1�0ŏ0!�)ċŏ�$%/ŏ(!�.*ġ�5ġ +%*#ŏ�,,.+��$ŏ�((+3/ŏ%* %2% 1�(ŏcommunity members to have impact far beyond their regular job, developing their skills and receiving recognition for 0$!%.ŏ!4,!.0%/!ċŏ0ŏ�((+3/ŏ,.+ 1�0ŏ0!�)/ŏ0+ŏdraw on the broad collective knowledge of the community to improve their model performance, in a way that would have �!!*ŏ$�. ŏ0+ŏ��$%!2!ŏ3%0$+10ŏ�ŏ�+))1*%05ċThe capacity of communities to make employee and customer experiences better while addressing complex outcomes for the organization makes communities a

compelling approach for a wide range +"ŏ"1*�0%+*�(ŏ1/!ŏ��/!/ċŏ*ŏ0$!ŏ,.+�!//Čŏcommunities help organizations move from highly structured and controlled work environments to more adaptive and

5*�)%�ŏ!�+/5/0!)/ċŏ�+))1*%0%!/ŏ�.!ŏnot just a method of better executing on one use case, but are a core governance structure that accelerate ecosystems, both %*/% !ŏ�* ŏ+10/% !ŏ+"ŏ0$!ŏ+.#�*%6�0%+*ċ

Communities Enable Thriving and Adaptive Ecosystems

Communities are often mistaken as approaches for a single use case – and they ��*ŏ�!ŏ/1��!//"1(ŏ0$�0ŏ3�5ċŏ�+.ŏ !�� !/Čŏonline communities used in a business context were often focused on customer /1,,+.0ŏ��/!ŏ !ý!�0%+*ŏ�* ŏĈąŃŏ+"ŏ!40!.*�(ŏcommunity programs still identify this as �ŏ"1*�0%+*�(ŏ,.+�!//ŏ0$!5ŏ/1,,+.0ċŏ�$+/!ŏcommunity programs deliver tremendous 2�(1!ŏ0+ŏ+.#�*%6�0%+*/Čŏ�10ŏ�.!ŏ+"0!*ŏ/1�ġ+,0%)%6! ŏ3$!*ŏ0$!%.ŏ"+�1/ŏ.!)�%*/ŏ*�..+3ċŏThey are also symbolic of a legacy mindset 3$!.!ŏ"1*�0%+*/ŏ�.!ŏ0.!�0! ŏ %/�.!0!(5ċŏ�$%/ŏ

ExternalInternal

Networking with Peers

FasterAnswers

77% 74%NewIdeas

76%77% 61%61%

Top 3 Member Objectives Provided by Communities

Member Objectives Addressed by Communities

Networking with peers

r st n onfi n

New ideas

Better product understanding

Faster answers

Perspective and inspiration

Less frustration

77%

77%

65%

52%

61%

76%

59%

59%

74%

48%

63%

46%

60%

ExternalInternal

Community outcomes can be connected to complex business

objectives like innovation, culture change, and customer retention.

Top 5 Functional Processes Supported by the Community

nt rn o n t ons

rn n op nt

no n nt

n or t on no o

Human Resources

Customer Support

Marketing

no n nt

t rn o n t ons

rn n op nt

op n t on ro ss s pport t o n t

Internal

External

74%

54%

45%

43%

43%

68%

72%

66%

50%

45%

TopFrustrationsforCommunityProfessionals

Top5FunctionalProcessesSupportedbyCommunities



Lack of Business Skills Creates Vulnerabilities

70% of community programs lack an approved roadmap and only 17% have a resourced roadmap – a number that has not �1 #! ŏ%*ŏ0$!ŏ,�/0ŏ5!�.ċŏ� .!//%*#ŏ0$!/!ŏgaps requires business skills in the areas of ,.+#.�)Čŏ�1 #!0Čŏ�* ŏ.!/+1.�!ŏ)�*�#!)!*0ċ

The disconnect between the value being generated by communities and the stunted support to sustain those community programs suggests that community leaders and their executive sponsors should be (�/!.ŏ"+�1/! ŏ+*ŏ�(+/%*#ŏ0$�0ŏ#�,ċŏ�+3!2!.Čŏwhen we asked about the biggest skill gaps on community teams from among engagement, content, strategy, technical, and business skills, business skills come %*ŏ(�/0ċŏ�$%/ŏ%/ŏ�ŏ)�&+.ŏ�(%* ŏ/,+0ŏ"+.ŏcommunity leaders, who are unable to see that this lack of rationalization, clarity, and support are because their teams lack �1/%*!//ŏ/'%((/ŏ�* ŏ0$!.!"+.!Čŏ.!/+1.�!/ċŏ

This business skills blind spot is a growing issue as community programs get more %*0!#.�0! ŏ%*0+ŏ0$!%.ŏ+.#�*%6�0%+*/ċŏCommunities, and the teams that run them, %*ý1!*�!ŏ0!*/ŏ+.ŏ$1* .! /ŏ+"ŏ0$+1/�* /ŏ+"ŏemployees and customers, report success up to the executive suite, integrate a wide range of people outside of the community team in the management of the community ecosystem, and respond frequently to .!-1!/0/ŏ".+)ŏ��.+//ŏ0$!%.ŏ+.#�*%6�0%+*/ċŏCollectively, this suggests that community teams are overwhelmed with “business )�*�#!)!*0Ęŏ0�/'/ċŏ�+))1*%05ŏ0!�)/Čŏhowever, only spend 9% of their time on �1/%*!//ŏ)�*�#!)!*0ŏġŏ%*ŏ/,%0!ŏ+"ŏ0$%/ŏŏ#.+3%*#ŏ�.+//ġ+.#�*%6�0%+*�(ŏ�+),(!4%05ŏ

�* ŏ%),��0ċŏ�$%/ŏ%*ý1!*�!ŏ3%0$+10ŏstructural support further increases risk, !/,!�%�((5ŏ3$!*ŏ0$!.!ŏ�.!ŏ/0�þ*#ŏ�$�*#!/ċ

�+))1*%05ŏ,.+"!//%+*�(/Ěŏ0+,ŏ".1/0.�0%+*/ŏare lack of resources, unclear direction/lack of strategy, and lack of executive 1* !./0�* %*#ŏġŏ�((ŏ+"ŏ3$%�$ŏ�(/+ŏ.!-1%.!ŏ�1/%*!//ŏ/'%((/ċŏ� %0%+*�((5Čŏ0$!ŏ0$.!!ŏbiggest gaps in community strategies are in diagramming key use cases, projecting ROI, �* ŏ !ü*%*#ŏ�1 #!0ŏ.!-1%.!)!*0/ċŏ�$!/!ŏ0++ŏ�.!ŏ�!/0ŏ� .!//! ŏ3%0$ŏ�1/%*!//ŏ/'%((/ċŏ

The business skills blind spot of community leaders is a growing risk for community programs that are now more entrenched %*ŏ0$!ŏ3�5ŏ+.#�*%6�0%+*/ŏ3+.'ċŏ�$%(!ŏ0$!5ŏgenerate a huge amount of value, they are particularly vulnerable to the departure of a small set of individuals whose roles have *+0ŏ�!!*ŏ%*/0%010%+*�(%6! ŏ+.ŏ.�0%+*�(%6! ċŏWhen any organizational program cannot measure its value, communicate its impact, institutionalize its operations, and link to �1/%*!//ŏ+10�+)!/Čŏ%0ŏ.!)�%*/ŏ21(*!.��(!ċŏCommunity programs are no different with one critical exception – they tend to have %))!*/!ŏ$% !*ŏ%*ý1!*�!ŏ0$�0ŏ%/ŏ+"0!*ŏpoorly understood and not recognized until

Top Frustrations for Community LeadersNot enough community management resources

Unclear direction / lack of strategy

Lack of executive understanding

Unrealistic expectations

Technology changes

32%

15%

13%

8%

8%

%0ŏ#+!/ŏ�3�5ċŏ�$%/ŏ+,!*/ŏ+.#�*%6�0%+*/ŏ1,ŏto large, visible, and complicated failures, 3$%�$ŏ+"0!*ŏ�+)!ŏ�/ŏ�ŏ/1.,.%/!ċ

Advanced Strategies Address Risk

As with all programs, as value grows so too +!/ŏ.%/'ċŏ�/%*#ŏ�+))1*%0%!/ŏ0+ŏ� .!//ŏcomplex business opportunities is moving from an innovative approach to mainstream � +,0%+*ċŏ�/ŏ0$%/ŏ�+*0%*1!/Čŏ)+.!ŏ�1/%*!//ŏprocesses depend on them, more individuals are engaged in them, and more people are !,!* !*0ŏ+*ŏ0$!%.ŏ,!."+.)�*�!ċŏ�4!�10%2!ŏstakeholders are now overwhelmingly supportive, but they need to back up their 2!.��(ŏ/1,,+.0ŏ3%0$ŏ0�*#%�(!ŏü*�*�%�(ŏ%*2!/0)!*0/ċŏ�!ŏ.!�+))!* ŏ/0�.0%*#ŏ3%0$ŏ%*2!/0)!*0/ŏ%*ŏ� 2�*�! ŏ/0.�0!#%!/ċ

It is instructive to look at the 24% of community programs that have advanced /0.�0!#%!/ċŏ�+.ŏ0$�0ŏ/!#)!*0Čŏ0$!5ŏ�.!ŏsimilar to average in many ways – in their engagement rates, how they prioritize business skills, and the time they spend on �1/%*!//ŏ)�*�#!)!*0ċŏ�!((%*#(5Čŏ$+3!2!.Čŏwhen asked about their biggest skill gap 33% of those with advanced strategies identify business skills versus 24% of all �+))1*%05ŏ,.+#.�)/ċŏ�++'%*#ŏ�0ŏ0$!ŏcomponents of their strategies, they are much more likely to include every element, but are twice as likely to include budget requests and almost three times as likely to $�2!ŏ.!/+1.�! ŏ�+))1*%05ŏ.+� )�,/ċŏ

Those programs with advanced strategies are �(/+ŏ/!!%*#ŏ�%#ŏ %û!.!*�!/ŏ%*ŏ,!."+.)�*�!ċŏ�$!5ŏ�.!ŏ03%�!ŏ�/ŏ(%'!(5ŏ0+ŏ$�2!ŏ/!!*ŏ/%#*%ü��*0ŏ

increase in community value over the last 12 months, more likely to be able to connect community impact to strategic objectives, twice as likely to be able to calculate ROI, have �ŏ/%#*%ü��*0(5ŏ$%#$!.ŏ%),��0ŏ+*ŏ�1(01.!ŏ�* ŏbrand sentiment, and more frequently !),+3!.ŏ�+))1*%05ŏ)!)�!./ċ

How Advanced Strategies Impact Community Leaders

AVERAGEADVANCEDSTRATEGIES

Team Size

Training

Have a mentor

Mentor others

Have been promoted

Organization hasclear career path

Can prove community value

Have an approved& funded roadmap

3.9 F/T2.9 P/T

5.3 F/T1.8 P/T

6.2

20% 28%

56% 72%

49% 58%

19% 39%

41% 71%

17% 47%

7.1

Coaching Conferences OnlineCourses

MembershipNetworks

DegreePrograms

51%

29%

75%

64%

54%

38%

55%

47%

17%11%

Advanced StrategiesAverage



Lack of Business Skills Creates Vulnerabilities

70% of community programs lack an approved roadmap and only 17% have a resourced roadmap – a number that has not �1 #! ŏ%*ŏ0$!ŏ,�/0ŏ5!�.ċŏ� .!//%*#ŏ0$!/!ŏgaps requires business skills in the areas of ,.+#.�)Čŏ�1 #!0Čŏ�* ŏ.!/+1.�!ŏ)�*�#!)!*0ċ

The disconnect between the value being generated by communities and the stunted support to sustain those community programs suggests that community leaders and their executive sponsors should be (�/!.ŏ"+�1/! ŏ+*ŏ�(+/%*#ŏ0$�0ŏ#�,ċŏ�+3!2!.Čŏwhen we asked about the biggest skill gaps on community teams from among engagement, content, strategy, technical, and business skills, business skills come %*ŏ(�/0ċŏ�$%/ŏ%/ŏ�ŏ)�&+.ŏ�(%* ŏ/,+0ŏ"+.ŏcommunity leaders, who are unable to see that this lack of rationalization, clarity, and support are because their teams lack �1/%*!//ŏ/'%((/ŏ�* ŏ0$!.!"+.!Čŏ.!/+1.�!/ċŏ

This business skills blind spot is a growing issue as community programs get more %*0!#.�0! ŏ%*0+ŏ0$!%.ŏ+.#�*%6�0%+*/ċŏCommunities, and the teams that run them, %*ý1!*�!ŏ0!*/ŏ+.ŏ$1* .! /ŏ+"ŏ0$+1/�* /ŏ+"ŏemployees and customers, report success up to the executive suite, integrate a wide range of people outside of the community team in the management of the community ecosystem, and respond frequently to .!-1!/0/ŏ".+)ŏ��.+//ŏ0$!%.ŏ+.#�*%6�0%+*/ċŏCollectively, this suggests that community teams are overwhelmed with “business )�*�#!)!*0Ęŏ0�/'/ċŏ�+))1*%05ŏ0!�)/Čŏhowever, only spend 9% of their time on �1/%*!//ŏ)�*�#!)!*0ŏġŏ%*ŏ/,%0!ŏ+"ŏ0$%/ŏŏ#.+3%*#ŏ�.+//ġ+.#�*%6�0%+*�(ŏ�+),(!4%05ŏ

�* ŏ%),��0ċŏ�$%/ŏ%*ý1!*�!ŏ3%0$+10ŏstructural support further increases risk, !/,!�%�((5ŏ3$!*ŏ0$!.!ŏ�.!ŏ/0�þ*#ŏ�$�*#!/ċ

�+))1*%05ŏ,.+"!//%+*�(/Ěŏ0+,ŏ".1/0.�0%+*/ŏare lack of resources, unclear direction/lack of strategy, and lack of executive 1* !./0�* %*#ŏġŏ�((ŏ+"ŏ3$%�$ŏ�(/+ŏ.!-1%.!ŏ�1/%*!//ŏ/'%((/ċŏ� %0%+*�((5Čŏ0$!ŏ0$.!!ŏbiggest gaps in community strategies are in diagramming key use cases, projecting ROI, �* ŏ !ü*%*#ŏ�1 #!0ŏ.!-1%.!)!*0/ċŏ�$!/!ŏ0++ŏ�.!ŏ�!/0ŏ� .!//! ŏ3%0$ŏ�1/%*!//ŏ/'%((/ċŏ

The business skills blind spot of community leaders is a growing risk for community programs that are now more entrenched %*ŏ0$!ŏ3�5ŏ+.#�*%6�0%+*/ŏ3+.'ċŏ�$%(!ŏ0$!5ŏgenerate a huge amount of value, they are particularly vulnerable to the departure of a small set of individuals whose roles have *+0ŏ�!!*ŏ%*/0%010%+*�(%6! ŏ+.ŏ.�0%+*�(%6! ċŏWhen any organizational program cannot measure its value, communicate its impact, institutionalize its operations, and link to �1/%*!//ŏ+10�+)!/Čŏ%0ŏ.!)�%*/ŏ21(*!.��(!ċŏCommunity programs are no different with one critical exception – they tend to have %))!*/!ŏ$% !*ŏ%*ý1!*�!ŏ0$�0ŏ%/ŏ+"0!*ŏpoorly understood and not recognized until

Top Frustrations for Community LeadersNot enough community management resources

Unclear direction / lack of strategy

Lack of executive understanding

Unrealistic expectations

Technology changes

32%

15%

13%

8%

8%

%0ŏ#+!/ŏ�3�5ċŏ�$%/ŏ+,!*/ŏ+.#�*%6�0%+*/ŏ1,ŏto large, visible, and complicated failures, 3$%�$ŏ+"0!*ŏ�+)!ŏ�/ŏ�ŏ/1.,.%/!ċ

Advanced Strategies Address Risk

As with all programs, as value grows so too +!/ŏ.%/'ċŏ�/%*#ŏ�+))1*%0%!/ŏ0+ŏ� .!//ŏcomplex business opportunities is moving from an innovative approach to mainstream � +,0%+*ċŏ�/ŏ0$%/ŏ�+*0%*1!/Čŏ)+.!ŏ�1/%*!//ŏprocesses depend on them, more individuals are engaged in them, and more people are !,!* !*0ŏ+*ŏ0$!%.ŏ,!."+.)�*�!ċŏ�4!�10%2!ŏstakeholders are now overwhelmingly supportive, but they need to back up their 2!.��(ŏ/1,,+.0ŏ3%0$ŏ0�*#%�(!ŏü*�*�%�(ŏ%*2!/0)!*0/ċŏ�!ŏ.!�+))!* ŏ/0�.0%*#ŏ3%0$ŏ%*2!/0)!*0/ŏ%*ŏ� 2�*�! ŏ/0.�0!#%!/ċ

It is instructive to look at the 24% of community programs that have advanced /0.�0!#%!/ċŏ�+.ŏ0$�0ŏ/!#)!*0Čŏ0$!5ŏ�.!ŏsimilar to average in many ways – in their engagement rates, how they prioritize business skills, and the time they spend on �1/%*!//ŏ)�*�#!)!*0ċŏ�!((%*#(5Čŏ$+3!2!.Čŏwhen asked about their biggest skill gap 33% of those with advanced strategies identify business skills versus 24% of all �+))1*%05ŏ,.+#.�)/ċŏ�++'%*#ŏ�0ŏ0$!ŏcomponents of their strategies, they are much more likely to include every element, but are twice as likely to include budget requests and almost three times as likely to $�2!ŏ.!/+1.�! ŏ�+))1*%05ŏ.+� )�,/ċŏ

Those programs with advanced strategies are �(/+ŏ/!!%*#ŏ�%#ŏ %û!.!*�!/ŏ%*ŏ,!."+.)�*�!ċŏ�$!5ŏ�.!ŏ03%�!ŏ�/ŏ(%'!(5ŏ0+ŏ$�2!ŏ/!!*ŏ/%#*%ü��*0ŏ

increase in community value over the last 12 months, more likely to be able to connect community impact to strategic objectives, twice as likely to be able to calculate ROI, have �ŏ/%#*%ü��*0(5ŏ$%#$!.ŏ%),��0ŏ+*ŏ�1(01.!ŏ�* ŏbrand sentiment, and more frequently !),+3!.ŏ�+))1*%05ŏ)!)�!./ċ

How Advanced Strategies Impact Community Leaders

AVERAGEADVANCEDSTRATEGIES

Team Size

Training

Have a mentor

Mentor others

Have been promoted

Organization hasclear career path

Can prove community value

Have an approved& funded roadmap

3.9 F/T2.9 P/T

5.3 F/T1.8 P/T

6.2

20% 28%

56% 72%

49% 58%

19% 39%

41% 71%

17% 47%

7.1

Coaching Conferences OnlineCourses

MembershipNetworks

DegreePrograms

51%

29%

75%

64%

54%

38%

55%

47%

17%11%

Advanced StrategiesAverage



Despite Challenges, Community Professionals

RemainOptimistic Although50%of communityprofessionalsexperience

burnout,69%areoptimisticabouttheirownfuturein

the field of community leadership – and 80% are

optimistic about the future of community at their

organization. This speaks to some of the conflicting

data we see in this year’s research, which points to

bothamazingprogressandgrowingchallenges.

One clear guidepost is that communities with

advancedstrategiesarebetterable toarticulate their

opportunities and address them. Those communities

havemoreresourcesandmoregovernance,bothof

69% 80%

OptimisticfortheFuture

Communitiesattheirorganization

Theirownfutureincommunity

which helps them deliver more ROI while mitigating risks. A lack of standardized governance

structures and approved roles provides an opportunity for organizations looking to improve the

performanceoftheircommunitiesandrecruittheaccomplishedcommunityprofessionalswhocanget

themthere.� For professionals in the field, the lack of definition presents a unique opportunity to help define

community roles and responsibilities. If you are feeling as though there is no clear path forward in

community at your organization, take this as an opening to provide guidance onwhat a career path

mightlooklike.

The future is bright – whilemany community programs are struggling to align growth, success, and

resources,therearemanycommunityprogramsthathavebeendownthepath–andcanhelplightthe

way. We know elements like a measurable strategy, leadership programs, professional community

managers,definedgovernance,andgoodmetricshelpcommunitiesthrive.



ProfilesofCommunityRoles


COMMUNITYSPECIALIST

COMMUNITYMANAGER COMMUNITYSTRATEGIST DIRECTOROFCOMMUNITY

Internal External Internal External Internal External

YearsofWorkExperience 14.7 14.9 15.8 22.9 16.2 18.2 18.9

YearsofCommunityExperience 5.3 6.5 5.1 8.3 6.8 6.0 6.7

TotalCompensation $80,300 $102,758 $83,221 $118,212 $108,727 $140,267 $143,918.9

Median $67,500 $88,000 $88,000 $115,000 $110,000 $160,000 $160,000

Range $35K-$185K $32K–$340K $25K-$180K $51K-$200K $51K-$180 $56K-$205K $63-$339

PercentReceivingBonus 50% 70% 56% 70% 67% 87% 70%

AverageBonus $7,600 $7,958 $6,816 $10,478 $8,318 $16,077 $14,615

%whohavebeenpromoted 60% 45% 57% 64% 70% 80% 73%

 Asmoreorganizationsadoptcommunityapproachesandascommunityteamsgrowinsize,weseesalaries

rising comparedwith data in previous years, particularly for specialist andmanager roles. And, unlike a

commonmisperception,mostcommunity rolesarenotentry-levelaccording tooursample.Theaverage

community professional had from five to eight years of community experience and over 14 years of

aggregateworkexperience.

 Unlikeinpastyears,compensation,yearsofexperience,bonusstructures,andpromotionhistoryisstarting

to rationalize with the average and mean falling closer together suggesting less variance in the range.

However,westillsawasignificantdifferencebetweenthelowestandhighesttotalcompensationineach

category,especiallyinthespecialistandmanagercategories.

CommunityRoles2020


CommunitySpecialistRole OVERVIEWOFROLE

 Communityspecialistsaretheexpertsandemergingexperts

onacommunityteam.Unlikecommunitymanagerroles,

wheregeneralistsareprized,communityspecialistsoften

haveafocusinoneofthreedisciplines:engagement,

content,ortechnicalinitiatives.

 RESPONSIBILITIES

CommunitySpecialistsfocusontacticalinitiativesand

projectstosupportthecommunityteamintheirareaof

expertise.Onthejob,CommunitySpecialiststendtobe“in

theweeds”doinganythingfromprovidingtrainingand

supporttomembers,curatingandeditingcommunity

content,orworkingwithanalytics,design,content

managementsystemsorothertechnicalassets.Forthose

interestedinacommunitycareerwholackthegeneralskill

setrequired,joiningateamasaCommunitySpecialistisa

greatwaytostartwithaspecificfocus,lettingyouexpand

yourrolesandresponsibilitiesfromthereifinterested.

MAKINGADIFFERENCEINTHECOMMUNITY

 CommunitySpecialistsdrivetheprojectsandinitiativesthat

supportcommunityoperations–maintainthesystemsand

programsneededforthecommunitytothrive.Thisresultsis

acloserelationshipwiththecommunityandteammembers

andprovidesauniqueperspectiveonthechallengesof

members.CommunitySpecialistscanactasabridge

betweenmembersandthegreatercommunityteam.

Topthreeperformancemetrics

Internal

KEYSKILLS

EngagementSkills•  Empathy&MemberSupport•  Listening&Analyzing•  Moderation&ConflictFacilitation•  PromotingProductiveBehaviors•  FacilitatingConnections

ContentSkills•  Editing•  Curation•  Taxonomy&Tagging

TechnicalSkills•  SystemsAdministration•  TechnicalSupport•  MemberDatabaseManagement

COMMUNITYSPECIALIST

YearsofWorkExperience 14.7

YearsofCommunityExperience 5.3

TotalCompensation $80,300

Median $67,500

Range $35K-$185K

PercentReceivingBonus 50%

AverageBonus $7,600

%whohavebeenpromoted 60%


 QUALIFICATIONS

 CommunitySpecialistshaveahugerangeofexperience,from0-2years

inthegeneralworkforce,andminimalcommunityexperiencetosubject

matterexpertswithover20yearsofexperience.Specialistsare

responsibleforonespecificareaofcommunityprogramsandtendto

focusinoneofthreefunctionalareas–technical,engagementor

content.Candidatesshouldhavedemonstratedstrengthinoneofthese

areas,aswellasastrongbasisofinterpersonalandcollaborationskills.

 RESPONSIBILITIES

 Engagement&People

q  Ongoingmonitoringofactivityandlistening

q  Ongoingmoderation,response,andescalationofcommunityactivity

q  Managememberdatabaseandrecommendprogramming

q  Facilitateconnectionsamongmembers

ContentDevelopment

q  Developandmanagememberoutreach

q  Createandcuratecontent

q  Curate,manage,andsharecontentofinteresttomembers

q  Editteamcontent

 Technical

q  Manageandadministercommunityplatformsandtools

q  Providetechnicalcommunitysupporttoteamandmembers

q  Researchandidentifytechnicalsolutionsforcommunity

improvements

CommunitySpecialistJobDescription

ALSOKNOWNAS

•  CommunityCoordinator

•  IntranetSpecialist

•  SocialSupportSpecialist

•  EngagementSpecialist

•  ContentSpecialist

•  CommunityArchitect


CommunityManagerRole OVERVIEWOFROLE

 Communitymanagersoftenoverseemoreprocessesthan

peopleandarethegeneralistsofthecommunityfield.

Althoughsomecommunitymanagersmanagemoderators

orspecialists,manyworkwithotherteamsasthevoiceof

thecommunity.Acommunitymanagercanbeanentry-level

roleinsomecompaniesbutonaveragetheyaremid-level

professionalswithoveradecadeintheworkforceandsix+

yearsincommunity.

 RESPONSIBILITIES

Communitymanagersarethefaceandvoiceofthe

community.Tomakethecommunitysuccessful,theywork

withmemberstohelpthemfindvaluewhileensuring

organizationalsponsorsalsoreceivevalue.

Communitymanagersbalancetacticalengagementand

programmingactivitieswithmorestrategicresponsibilities

likeplanningandreporting.Insmallorganizations,theyare

likelyresponsibleforeverythingrelatedtothecommunity,

whileatlargerorganizationstheymayhavedirectreports,

workonalargerteam,orhavethesupportofoutsourced

resources.

MAKINGADIFFERENCEINTHECOMMUNITY

 Acommunitymanager’sspecialgiftisempathy–aknackfor

understandingmembersandtheirmotivations,theirneeds

andgoals,thenconnectingthemwithothermembers,

content,andprogramsthathelpthemachievetheirgoals.

Topthreeperformancemetrics

Internal

KEYSKILLS

EngagementSkills•  Response&Escalation•  Moderation&ConflictFacilitation•  PromotingProductiveBehaviors•  Empathy&MemberSupport•  FacilitatingConnections

ContentSkills•  Program&EventPlanning•  Taxonomy&Tagging•  MultimediaProduction

TechnicalSkills•  SystemsAdministration•  TechnicalSupport


 QUALIFICATIONS

 Theidealcandidatehas12yearsofworkexperienceandfiveyearsof

communitymanagementexperience.Theyhaveafirmgraspof

communitymanagementtheoryaswellasbusinesscontext,whichwill

helpthembuildrelationshipsandmakeeffectivedecisionsforthe

community.Theyhavestronginterpersonal,communication,andcritical

thinkingskills,andarenaturallycuriousandempathetic.

CommunityManagerJobDescription

ALSOKNOWNAS

•  DigitalCommunityManager

•  OnlineCommunityManager

•  CommunityOperations

Manager

•  GlobalCommunityManager

•  EnterpriseCommunity

Manager

•  CommunityLead

RESPONSIBILITIES

Engagement&People

q  Developandexecutememberengagementandmoderationprocesses

q  Ongoingmonitoringofactivityandlistening

q  Promoteandrewardvaluablebehaviors

q  Facilitateconnectionsamongmembers

q  Manageadvocacy/championprograms

ContentDevelopment

q  Developandmanageaneditorialcalendar

q  Createcontent(blogposts,videos,newsletters,etc)

q  Curate,manage,andsharecontent

q  Planandfacilitatecommunityprogrammingandevents

Strategic&Business

q   Measureandreportcommunityperformance

q   Advocateforthecommunityandcoordinateinternally

q   Managestafforoutsourcedresources

Technical

q   Manageandadministercommunityplatformsandtools

q   Researchandrecommendcommunitytools


CommunityStrategistRole OVERVIEWOFROLE

 Thecommunitystrategistroleisanexpertrolededicatedto

whatthetitleimplies–communitystrategy.Typically,

strategistsareindividualswithcommunitymanagement

experiencewhohaveparticularlystrongstrategicskills;

analysis,communityarchitecture,businessmodels,andthe

abilitytounderstandtheinterdependenciesbetween

differentpartsofacommunityecosystem.

 RESPONSIBILITIES

 Communitystrategistsaremostlikelytoworkin

professionalservicefirmsoraspartofacentralized

communityprogramofficethatprovidesinternalcommunity

consultingtobusinessunitsandothergroupswithinlarge

organizations.Theyaremorelikelytobeindividual

contributors,andtheyactassubjectmatterexpertswithin

theirecosystemsupportingandauditingaportfolioof

communities.

 MAKINGADIFFERENCEINTHECOMMUNITY

 Strategistshaveaspecialknackforunderstanding

communityperformanceandtheleversthatimpactit.

Successfulstrategistsworkwithcommunitymanagersto

ensuretheirstrategiesandapproacheswillyieldsuccessful

sharedvalueandkeepthecommunitiesproductive.

KEYSKILLS

StrategicSkills

•  CommunityStrategyDevelopment

•  Measurement,Benchmarking&Reporting

•  Synthesizing

•  Consulting

BusinessSkills

•  BusinessModelDevelopment

•  Selling,Influencing&Evangelizing

TechnicalSkills

•  DataCollection&Analysis

•  PlatformArchitecture&Integration

•  UX&Design


 QUALIFICATIONS

 Theidealcandidatehasmorethan15yearsofworkexperienceand

oversixyearsofcommunityexperience.Theyhaveaclearperspective

forhowtooptimizeandmeasurecommunityperformanceandare

subjectmatterexperts.Theyhavestronganalyticalandtechnicalskills

andaregooddecision-makersandcommunicators.

CommunityStrategistJobDescription

ALSOKNOWNAS

•   CommunityAnalyst

•   SocialStrategyandContentManager

•   CommunityStrategy

ConsultantRESPONSIBILITIES

Engagement&People

q   Monitorandlistentounderstandmemberneeds

q   Testengagementtechniquesinordertoboostparticipation

q   Collaboratewithteamsacrossthebusinesstoincorporatecommunitystrategy

ContentDevelopment

q   Developcontentstrategiesthatalignwithcommunitystrategies

q   Plancommunityprogramsdesignedtogeneratevalue

Strategic&Business

q   Definecommunitypurposeandsharedvalue

q   Developcommunitystrategiesandbusinessmodels

q   Definecommunityperformancemeasuresandreports

q   Createeffectivecommunityplaybooks,guidelinesandgovernance

q   Advocateforandbuildsupportforcommunities

Technical

q   Researchandrecommendtools

q  Developandtesthypothesizesfordemonstratingcommunityvalue

q   Analyzeandpresentcommunitydatathataddressesstakeholderneeds


DirectorofCommunityRole

 OVERVIEWOFROLE

 Directorsofcommunityleadcommunityprogramsand

typicallyleadteamsthatincludecommunityspecialists,

managers,andstrategists.Theoftenhaveoperational

backgroundsandarepairedwithcommunityexpertswith

theirfocusonsecuringinternalsupport,integratingacross

theorganization,managingateam,andcommunicating

strategicprogress.

 RESPONSIBILITIES

 Directorsofcommunityfocusonthehealthofacommunity

program.Theyareresponsibleforoperations–planningand

deliveringonthecommunityroadmap.Theirprioritiestend

tobegovernance,internaladvocacy,training,and

measurement.

 Alargepartofthedirectorofcommunityroleisasan

internalchampion-ensuringthatexecutivesandother

stakeholdersunderstandthevalueofthecommunity,are

gettingtheinformationtheyneed,andthatthecommunity

isalignedwiththeirpriorities.Whiledirectorsstill

participateoccasionallyintacticalresponsibilitiesanda

communitybackgroundisvaluable,theirmainfocusison

operationalstrategy.

 MAKINGADIFFERENCEINTHECOMMUNITY

 Successfuldirectorsofcommunityexhibitstrongleadership,

relationshipbuilding,andcommunicationskills.

KEYSKILLS

StrategicSkills

•  CommunityStrategyDevelopment

•  Measurement,Benchmarking,&Reporting

BusinessSkills

•  ProgramManagement

•  BusinessModelDevelopment

•  FinancialManagement

•  Hiring&Management

•  Evangelism


 QUALIFICATIONS

 Theidealcandidatehasatleast15yearsofworkexperience,across

differentfunctionsandwithdirectreports,andsixyearsofcommunity

managementexperience.ADirectorofCommunityneedsstrong

leadership,advocacy,andbusinessskillstomanageacommunity

team,definethegovernanceofacommunityprogram,andpromotea

communitymindsetacrossthebusiness.

DirectorofCommunityJobDescription

ALSOKNOWNAS

•   DirectorofSocialBusiness

•   HeadofCommunity

•   VPofCommunity

RESPONSIBILITIES

Engagement&People

q   Respondtoescalations,eitherfromthecommunityortheorganization

q   Engagechampionsandstakeholders

ContentDevelopment

q   Analyzeneedandsetdirectionforprograms,events,andotheractivities

Strategic

q   Developandupdatethecommunitystrategy

q   Buildthecommunityroadmap

Business

q   Hire,mentor,manage,anddevelopstaff

q   Communicateprioritiesforcommunityprogramsandothercommunication

q   Securebudgetandresourcesq   Ensureexecutivesponsorshipandchampionthecommunityinternally

q   Engageandmanageconsultantsandcontractors

q   Actasliaisonbetweeninternalandexternalstakeholders

Technical

q   Overseecommunitytoolportfoliotoensureeffectiveness

q   Developandpresentcommunitydatatovariousstakeholders


Recommendations


Communities provide a governance structure

that helps organizations adopt a more

d i s t r ibuted mode l o f l eadersh ip and

accountability. This empowers individuals to

collaborate, create, and engage their peers in

adaptive ways while staying aligned with a

broadermission.

As community structures replace traditional

models of work, leadership needs to adapt as

welltolookmorelikecommunityleadership.

Overthelasttenyearsofresearchandpractice,

it has become clear that the unique strategies

employed by community professionals to build

trust,engagemembers,fosterrelationships,and

measure success are not just valuable in the

community space. Theyare the skillsneeded to

for networked organizations and business

modelstothrive.

The skills, techniques, and operational models

being used in communities today are what

many organizationswill look like in the future.

The skil ls to manage and lead these

organizations require a very different mindset

that isbeing incubatedintoday'scommunities,

one that prioritizes opportunity over risk,

innovation over predictability, and trust over

control.

Manyexecutivesconflateonlinesocialnetworks

with online communities and because of this

miss the opportunity, continuing to view

engagement aspotentially polarizing and risky.

Yet well-managed communities offer safe

learningenvironmentsthatcontributepositively

toanorganization’sbrandandculture,withno

associatedrisk.Thisthen istheopportunityfor

all organizations who hope to thrive in the

digitalera–andcurrentcommunityleadersare

showingustheway.

CommunityLeadershipistheFutureofallLeadership


Thecommunityfieldisexpandinginexcitingways,withanincreasingdiversityofrolesandcareerroutes

available.Whereoncetherewasambiguityand limitationsonprofessionalgrowth, therearenowtoo

manypossibilitiestomapout.Themapbelowisjustasampleoftheavenuesthatcouldbetakenbya

communityprofessional.Ifyouaspiretoseniorleadership,communityisanexcellentwaytobuildyour

leadershipcapabilities.Ifyouareinterestedinmovingfrommoderationtomoreofastrategicposition,

there are steps you can take to stand out from the crowd. Whether you are just starting your

communitycareerorhaveafewyearsofcommunityexperienceunderyourbelt,thereareavarietyof

options and taking the time to understand them will help you decide the best path so you can be

strategicinyourcareerplanning.

CommunityCareerPathways


 Communityroleshaveevolvedrapidlyascommunityapproachesbecomemorecommon.Teamsarebiggerandtherearemorespecializedroles,makingthesolocommunitymanagerwhodoesitalllesscommon.

 Thisultimatelymakesiteasiertofindnewrolesandeasiertohireasjobdescriptionsbecomemorerationalizedwithexpectations.

 ForCommunityProfessionals

1.  Assessyourskillsandexperience-Identifystrengths,weakness,andgaps

usingtheCommunitySkillsFramework

2.  Proactivelyfillgaps-Selectoneskilltoimproveandseekprojectworkand

supportfortraining.Ensureskills,accomplishments,orcertificatesare

addedtoyourresume

3.  Treatthehiringprocessasacollaboration-Youlikelyknowmoreabout

communitiesthanahiringmanager.Useinterviewsasanopportunityto

reframeneedsandexpectations.

 ForHiringManagers

1.  Hiretherightmindset-Skillscanbelearnedbutarelationshipand

opportunity-seekingorientationisdifficulttodevelop

2.  Hireforthefuture,notthepresent-Itistemptingtohiresomeonewith

onlyalittleexperiencebecausethecommunityissmall,butitoftensignals

ambivalenceandcanbackfire.

3.  Prioritizeskills-Itisimpossibletofindonepersonwithalltheskillsneededtorunamaturecommunity.Prioritizeskillsthatcan’tbefilledbyothers.

ForHRandRecruiters

1.  Demandoutpacesavailability-Communityteamsaregrowingfasterthan

theavailabilityofexperiencedprofessionals.Hirewithanexpectationthat

trainingcanclosegaps.

2.  Unicornsdon’texist-Youwon’tfindapersonthatknowseverything

neededtorunacommunity,especiallyinanentry-levelhire.

3.  Setcompetitivecompensationpackages-Whilesomecommunityhiresare

entrylevel,manyarenot.Settingcompetitivecompensationratesensure

you’llfindexceptionaltalent.

Recommendations


Appendix:JobDescriptionIndex


CommunityJobDescriptionIndex

OVERVIEW Community opportunities are growing rapidly. The field is maturing and along with it, roles are

becomingbothmore specializedandmorediverse. Thegoalof this index is tohelphighlight job

descriptions that contextualize the roles and responsibilities within community teams. Different

levelsofeducation,experience,andskillslendthemselvestodifferentcommunityroles.

Whetheryouareahiringmanageroracommunityprofessional,youcanusetheseanonymizedjob

descriptions to help understand how community roles are structured, how they differ, and to

determineapaththatworksbestforyou.

HOWTOUSETHISINDEX

Thisresource is justasmallexampleoftheavailableroles,titles,requirements,andsalaryranges

availableintheexpandingfieldofcommunity.

Toutilizeiteffectively,werecommendyouusetheexamplesasguidesandnotasabsolutes.Salary

data may also shift based on geographic location and industry. Think about the unique

requirementsofyourroles,andusethesejobdescriptionsasinspiration.

HOWTHISINDEXWASCREATED

The jobdescriptions included in this indexareasamplingof real jobdescriptionsavailable inFall

2019, anonymized to remove identifying information, edited lightly for a general context, and

reformatted.Theroles includedherewereselected for theirgeneralalignmentwithourresearch

andviewofcommunityroles,basedonourexperience.Theydonot,however,strictlyalignwithour

research nor do we suggest you use any one job description without adding your own unique

context.


JobDescriptionConsiderationsCommunityroles–andtheirpriorities–changenotonlybylevelofseniorityanddecision-making,butalsoby

other factors; the use case, audience, community size, and communitymaturity.Managing a new support

communityforaB2Bcompanyisverydifferentthanmanagingamature,internalemployeesocialnetworkof

80,000peoplewhoareallactivelycollaboratinginhundredsofsub-communitiesduringtheday.Considerand

emphasizetheseaspectsinjobdescriptions,astheywilldeterminewhoistherightfit.

UseCase

Thebroadestusecasedifferenceisbetweeninternalcommunities

andexternalcommunities.

AudienceProfile

Familiarityandcomfortwiththetargetaudience

willincreasetrust.

CommunitySize

Largercommunitiesrequiremorestaffandautomationthansmallercommunities,whichallowfordeeperrelationships.

CommunityMaturity

Newcommunitiesrequiresmorestrategicskillsthaninoldercommunitieswhereactivitiesaremoreroutine.


Community roles are differentiatedby their focus on

enabling and connecting others by architecting

environments thatmakecollaborativebehaviorseasy

and rewarding. Most of community work is done

underthewaterline–theicebergeffectofcommunity

management – and typically does not prioritize the

community professional as the primary leader,

influencer,orsupportagent. Community roles – and job titles – do often get

confusedwith communicationand support roles that

are primarily tasked with responding directly to

individuals and while that can be a part of a

community role it is not the dominant priority. This

can be evaluated by understanding the hiring

managers' objectives – and the level of engagement

forwhichtheyarelooking.Iftheroleispredominantly

about visibility and exposure of content, then it is

likelynotatruecommunitybuildingposition.

Whattolookfor:

q  Anemphasisonconnectingpeers,

developingrelationships,andbuildingtrust

q   Anemphasisonthestrategicvsthetactical.

Communitymanagerscreatetheconditions

forengagementtothrive,whichisamulti-

facetedchallenge.

q   Clarityaroundexpectationsandgoals–if

thehiringmanagerisnotclearonthat,the

rolewillbemuchmorechallenging

q  Asenseofsharedpurposeandactive

interestfromhiringstakeholders,because

buildingcommunityisnearlyimpossiblein

isolation

TheAnatomyofCommunityRoles

InternalCommunityJobDescriptions

ExternalCommunityJobDescriptions

TheIndexincludesanonymousjobdescriptionsorganizedbyroleandcolor-codedbyinternalandexternalpositions.


Looking at community job descriptions, it’s clear there are some characteristics that are prized by

hiring managers. While empathy, communication skills, and collaboration have always been a

component of a community professional’s responsibilities, the growing recognition of the need for

negotiationandstrategicskillsisnewer.

Empathy

 Many community management job descriptions share a key requirement: empathy. The ability to

understandandsharethefeelingsofanotherisquicklybecomingacriticalpartofeffectivecommunity

management.Emotionalintelligenceisakeyattribute.

 Strongcommunicationandnegotiatingskills

 Community professionals interact with a wide range of people and have to gracefully navigate

differences of opinion and perspective. That requires sophisticated communication and negotiation

skills-nowondertheseskillsarebecomingmorecommononjobdescriptions.

 Abilitytocollaborateacrossthebusiness

 Communityprofessionals arebeing asked topartnerwith teamsacrossorganizations. This requires

leadingdiscussionsandtrainingoncommunitytopics,aswellasimplementingprojectsthatgenerate

shared value. The ability to listen, translate concepts across different groups, and collaborate is

essential.

 Strategicplanning

 In an environmentwhere you rarely can tell peoplewhat to do, staying aligned around a strategic

vision iskeytoasuccessfulcommunityprogram.Thisstrategicvision informsplanning,governance,

andtacticalprogramminginwaysallcommunityprofessionalsneedtounderstand.

CriticalHiringCharacteristics


EXTERNALROLES

JuniorLevel

•  AssociateCommunityManager

•  TechnicalDeveloperEvangelist-NorthAmerica

•  DigitalCustomerExperienceandEngagement

Associate

ManagerLevel

•  DigitalCommunityManager

•  TechnicalCommunityManager

•  CommunityManager

•  CommunityOperationsManager

•  GlobalCommunityManager,CustomerService

•  CommunityStrategist

•  CommunityManager–Remote

•  Self-ServiceLearningStrategyLead

•  OnlineCommunityManager

DirectorLevel

•  SeniorDirectorofDigitalContentandAudience

Engagement

•  Director,CommunityEngagement

•  Director,Community&Engagement

•  SeniorDirector,Product,Strategy,&Community

INTERNALROLES

JuniorLevel

•  InternalIntranetCommunicationsSpecialist

•  Specialist–InternalCommunications

•  InternalCommunicationsCoordinator

ManagerLevel

•  IntranetEditor

•  SeniorCommunityStrategist

•  Manager,EmployeeCommunications&

Engagement

•  IntranetCommunityManager

•  SeniorManager,KnowledgeSharingPlatform

SystemAdmin

•  SeniorManager,EnterpriseInternal

Communications

•  TeamManager,DigitalKnowledgeManagement

andIntranet

•  CorporateIntranetManager

•  DigitalWorkplace&IntranetManager

DirectorLevel

•  Director,EngagementandInclusion

•  Director,GlobalEmployeeExperience

•  DigitalWorkplaceArchitect

•  Director,EmployeeExperienceProducts

JobDescriptionsAt-a-Glance


InternalIntranetCommunicationsSpecialist

 SUMMARY

 TheInternalCommunicationsSpecialistisresponsiblefor

supportingawiderangeofinternalcommunicationprogramsand

activitiesdirectedatdrivingemployeeengagement,culture,and

informationexchangetoemployeesandkeystakeholdersthrough

allinternalcommunicationsincludingthecompanyintranet.

 RESPONSIBILITIES

q  Assistswithcoordinationandmanagementofallprojectsrun

fromtheInternalCommunicationsDepartment

q  Assistswithday-to-dayinternalcommunicationplatformssuch

ascompanymeetingsandotherliveeventsincludingcontent

creation

q  Assistsinkeepingteaminformedbycommunicatingexecutive-

levelinitiativesandbusinessstrategyinallinternal

communicationsincludingacquisitionandchangemanagement

communications

q  Responsiblefortheday-to-daycontinuousimprovement,

contentcreation,andad-hocprojectsforinternal

communications

q  Assistswithupholdingcompanyintranetcorporate

governance,brandstandardsandnavigationhierarchy

q  Actsasprimaryliaisonbetweenintranetcontentcreatorsand

IT/SharePointteamonissueresolution,contentcreationand

management

q  Providesintranetsiteandcontentownertrainingandsupport

q  Actsanintranetresourceinternally,conductingon-going

researchandeducationonintranetandcommunitybest

practices

QUALIFICATIONS

q  Bachelor'sdegreeinEnglish,Journalism,Marketingor

similarpreferred

q  1+yearsmarketing+

communicationsexperience

q  Understandingoftheenterprise'sorganizational

structure

q  2+yearsofexperiencemanagingintranetsor

collaborativesoftware

q  Highlevelofcomfortwithsocial

softwareandotherweb-based

technologies

q  Knowledgeofsocialmediaand

digitalmediaplatforms

q  ProficientinMicrosoftOffice,

andcapacitytointegratewith

SharePoint

q   Maintainprofessionalinternal

andexternalrelationshipsthat

meetcompanycorevalues

Level:JuniorCommunityManager

Level:Junior

INTERNAL


SeniorCommunityStrategist

 SUMMARY

 TheSeniorCommunityStrategistwillbeacriticalpartofthe

communityteam,increasing,maintaining,andmanagingengagement

withcustomers,trainingparticipants,andprospectsinanewonline

customercommunity.Thisrolewillbealsoaccountableforco-

creationofthecommunityvisionandstrategywithseniorleaders,

developmentofactionablemetrics,andcultivationofatransparent,

collaborativeonlineculturetobuildtrust,loyalty,thoughtleadership,

andproductdemand.

 RESPONSIBILITIES

q  Workcloselywithexecutivesandstakeholderstoalignthe

internalcommunitystrategywiththeoverallbusinessstrategy

q  Clearlyarticulateandevangelizethepurposeandvalueofthe

communitytointernalandexternalstakeholders

q  Assess,design&implementtheinternalcommunityprogram

includingtechnology,contentstrategy,andmanagement

q  Developactionablemetricstomeasureprogresstowards

objectivesandreportfindings

q  Developcommunitymanagementapproachandpractices,based

onbusinessobjectivesandmembercharacteristics

q  Define,hire,assign,andmanagecommunitymanagementstaff

q  Developcommunityroll-out,communication,change

management,andtrainingplans

q  Developstandardsandpracticesforcontentcreation,

management,categorization/tagging,maintenanceandreview

q  Managecommunityvendorrelationship

QUALIFICATIONS

q 12-15yearsofexperience

q Experiencemoderatingother

companybrandedcommunities

q Operationalknowledgeand

understandingofonline

communityplatformand

moderationtools

q Abilitytouncoverneeds,

recommendalternative

technicalandbusiness

approaches,andleadproduct

developmentefforts

q StrongexperienceinUXand

communitybuilding

q Creationandfacilitationof

training&onboardingprograms

q Excellentjudgment,

organizational,andproblem

solvingskills

q Abilitytocommunicatewith

technicalandnon-technical

peersandleaders

q Demonstratedproject

managementskills

Level:Manager

INTERNAL


Manager,EmployeeCommunications&Engagement

 SUMMARY

 AstheIntranetCommunityManageryouwillsupporttheIntranet

strategyandgovernancewhileworkingwithdepartment

representatives,contentcurators,andusersacrossthecompany.

YouwillengagewiththebusinesstoconsultontheirIntranetneeds

andestablishrelationshipstostrengthencommunication.Youwill

supportuserssotheyfeelinformedandabletocompletetheir

businessandcommunicationgoalseffectively.Youwillensurethat

policiesandprocessesareknownandimplementedthroughoutthe

day-to-dayactionsofallusers.

 RESPONSIBILITIES

q  Beaknowledgeableresourcetoeducateandmoderatewhile

drivingengagement

q  Completeannualauditsofcontentandprocessesacrossthe

Intranettoensurealignmentwithgovernance

q  BuildandmaintainanIntranetcommunitytoensurethereis

two-waydialoguewithdepartments/users.Getusersengaged

andempowered!

q  Drivechangemanagementasanadvocatefortherolloutof

theIntranet2.0

q  Consultwithteamswhenonboardingtoensurerequestsmeet

theneedsofthebusiness,followpolicy,supportknowledge

managementpractices,anddeliverapositivesupportmodel

q  CollaboratewithITtopromoteexcellentcustomersupport

serviceandseekresolutionwhenissuesarise

q  Lookforopportunitiestochangethewaywedothingsand

makeprocessimprovements

QUALIFICATIONS

q 3+yearsexperiencein

communitystrategy

q Familiarwithintranetculture,

analytics,andcontent

management

q Experiencedinengaging,

consulting,andmaking

recommendationsto

stakeholders

q Validatedunderstandingof

customersupportprinciples

q Superbcommunicationskills,

andtheabilitytoadjusttone

andvoice

q Strongchangemanagement

knowledgeandskills

q Abilitytoworkcross-

functionallyandindependently

q Operational-levelknowledgeof

communityplatformtools

q Familiaritywithweb

technologies

q Backgroundintaxonomy

practices

Level:Manager

INTERNAL


IntranetCommunityManager

 SUMMARY

 AstheIntranetCommunityManageryouwillsupporttheIntranet

strategyandgovernancewhileworkingwithdepartment

representatives,contentcurators,andusersacrossthecompany.

YouwillengagewiththebusinesstoconsultontheirIntranetneeds

andestablishrelationshipstostrengthencommunication.Youwill

supportuserssotheyfeelinformedandabletocompletetheir

businessandcommunicationgoalseffectively.Youwillensurethat

policiesandprocessesareknownandimplementedthroughoutthe

day-to-dayactionsofallusers.

 RESPONSIBILITIES

q  Beaknowledgeableresourcetoeducateandmoderatewhile

drivingengagement

q  Completeannualauditsofcontentandprocessesacrossthe

Intranettoensurealignmentwithgovernance

q  BuildandmaintainanIntranetcommunitytoensurethereis

two-waydialoguewithdepartments/users.Getusersengaged

andempowered!

q  Drivechangemanagementasanadvocatefortherolloutof

theIntranet2.0

q  Consultwithteamswhenonboardingtoensurerequestsmeet

theneedsofthebusiness,followpolicy,supportknowledge

managementpractices,anddeliverapositivesupportmodel

q  CollaboratewithITtopromoteexcellentcustomersupport

serviceandseekresolutionwhenissuesarise

q  Lookforopportunitiestochangethewaywedothingsand

makeprocessimprovements

QUALIFICATIONS

q 3+yearsexperiencein

communitystrategy

q Familiarwithintranetculture,

contentcreation,and

management

q Experiencedinengaging,

consulting,andmaking

recommendationsto

employees

q Superbcommunicationskills,

andtheabilitytoadjusttone

andvoice

q  Youareastrongleaderandteamplayerwhocanwork

collaboratively,effectively,

anddiplomaticallywithdigital

designers,developers,and

stakeholdersacrossglobal

businessfunctions

q Abilitytoworkcross-

functionallyandindependently

q Familiaritywithweb

technologies


Level:Manager

INTERNAL


SeniorManager,KnowledgeSharingPlatformSystem

 SUMMARY

 Weareseekingahighlymotivatedself-startertodevelopand

manageanecosystemofknowledgesharingplatformstoserveour

employees.Thispositionwillleadthetechnicalandsystem

administrationcomponentsthatsupportanewhighlyvisible

knowledgesharingonlinecommunityand,are-designedemployee

socialintranet.

 RESPONSIBILITIES

q  Leadandmanagemultipletechnologysolutionsthatcomprise

anorganization-wideknowledgesharing,content

management,collaboration,andonlinecommunitysystem

q  Configureandadministertheselectedknowledgesharing

technologyplatformincludingadditionalapplications/

platformswithintheecosystemtomeetthedocumented

businessrequirementsand

q  Supporttier1responseteams,onlinecommunitymanagers,

andKnowledgeSharingdepartmentwithtechnicalassistance,

training,andonlinesupportdocumentation

q  Write,modify,andtroubleshootHTML/CSSandothercodeto

meetprojectanduserrequirementsacrosssystems

q  Determinecustomerandvendorresponseprotocolsincluding

SLAs;managevendorrelationships

q  Createandmaintainplatformsiteanddesignsecurity/access

permissions

q  Verify,test,andoverseeplatformupgrades

q  Implementandeducatestaffondesignstandardsand

governancestructurefortheknowledgesharingand

communityplatforms

QUALIFICATIONS

q Experienceinmanagingorusing

onlinecommunities

q Broadknowledgeoftechnology

solutionsandpackaged/cloud-

basedapplications

q  5-7years’experienceandskills

managingtechnologyprojects

fromdiscoverythrough

implementation

q 1-3yearsadministeringand

configuringcloud-based

applicationplatforms

q 1-3years’experiencebuilding

analyticsreportsand

dashboardsforbusiness

stakeholders

q Advancedknowledgeofoneor

morecommunityengagement

platformsuchasJive,

MangoApps,Salesforce

CommunityCloud

q Experiencemanaging

communityorknowledge

management

Level:Manager

INTERNAL


TeamManager,DigitalKnowledgeManagementandIntranet

 SUMMARY

 AttheTeamManager,DigitalKnowledgeManagementand

IntranetyouwillparticipateinthedevelopmentofITstrategiesin

KnowledgeManagementandIntranetsolutionswithUnitand

DepartmentLeadandworkcloselywithbusiness&ITleadersinthe

companytodeterminewhatITinitiativesshouldbeundertaken

andwhen,andwhatlevelofITstaffingisneedtoimplementand

supportsaidinitiatives.

 RESPONSIBILITIES

q  Implement,designandensureon-time&onbudgetdeliveryof

theKnowledgeManagementandIntranetplatform(Office365,

Sharepoint,Documentum)

q  Determinestaffingandskillsrequirements

q  Acquirequalifiedandproductivetalent

q  Evaluateandproposenewandemergingtechnologies

q  Managesoftwareandservicevendorrelationshipsand

processes

q  Developbusinesscasejustificationsandcost/benefitanalyses

forITspendingandinitiatives

q  Participateinallaspectsofprojectdeliveryfromscopingand

definitiontoitssuccessfulexecution

q  Manageoperationalcosts;conductnearandlong-term

financialforecastsonaprojectbyprojectsbudgetplanning

basis

q  Provideefficientcommunicationanddecision-supportto

stakeholdersandmanagersatalllevels

QUALIFICATIONS

q 2-3years’experiencemanaging

acorporateIntranet

environment

q ExperiencewithMicrosoft

Office365andSharePoint

Online

q  FamiliaritywithPowerApps,

FlowandO365Framework

q Experienceworkingcross-

functionallyinalarge

organization

q  Experienceworkingclosely

withseniorleadership

q Translatedataintoquantifiable

actions/deliverables

Level:Manager

INTERNAL


CorporateIntranetManager

 SUMMARY

 TheIntranetManagerwillmanageourscorporateintranet,

currentlypoweredbyAtlassian’sConfluenceproductoffering.This

rolewillleadtheprojecttorevampandmaintainthecompany’s

intranetsite.Forallstagesoftheintranet’sdevelopment,this

personwillholdresponsibilityfortheoverallvisualdesign,site

navigation,sitecontentframework,engagementandtrainingof

users,coordinationwithkeystakeholders,andoversightofthe

technology.

 RESPONSIBILITIES

q  Implement,designandensureon-time&onbudgetdeliveryof

theKnowledgeManagementandIntranetplatform(Office365,

Sharepoint,Documentum)

q  Determinestaffingandskillsrequirements

q  Acquirequalifiedandproductivetalent

q  Evaluateandproposenewandemergingtechnologies

q  Managesoftwareandservicevendorrelationshipsand

processes

q  Developbusinesscasejustificationsandcost/benefitanalyses

forITspendingandinitiatives

q  Participateinallaspectsofprojectdeliveryfromscopingand

definitiontoitssuccessfulexecution

q  Manageoperationalcosts;conductnearandlong-term

financialforecastsonaprojectbyprojectsbudgetplanning

basis

q  Provideefficientcommunicationanddecision-supportto

stakeholdersandmanagersatalllevels

QUALIFICATIONS

q 2-3years’experiencemanaging

acorporateIntranet

environment

q ExperiencewithMicrosoft

Office365andSharePoint

Online

q  FamiliaritywithPowerApps,

FlowandO365Framework

q Experienceworkingcross-

functionallyinalarge

organization

q  Experienceworkingclosely

withseniorleadership

q Translatedataintoquantifiable

actions/deliverables

Level:Manager

INTERNAL


DigitalWorkplace&IntranetManager

 SUMMARY

 TheDigitalWorkplace&IntranetManagerwillmanagethe

employeeintranetfortheaudienceof1,600+globalemployees

across22officesin9countries.Thispersonwillfacilitatethe

creationofanewsocialintranetandbethepoint-of-contactforthe

overallvisualdesign,sitenavigationsitecontent,engagement,and

trainingofusers,coordinationwithkeystakeholdersandoversight

ofthetechnology.Aglobalrovingreporter,thispersonwillbe

responsibleforkeepingthepulseoftheorganizationacrossthe

globe,onadailybasis.

 RESPONSIBILITIES

q  WorkwithInternalCommunicationsManagertocreatean

ongoingcontentcalendarandstrategyforcreatingdynamic

contentthatisonbrandandexemplifiesouremployeevalue

proposition,companyvalues,andcorporatestrategy

q  Leadeffortstocreateandmaintainasoundsitenavigation

andinformationarchitecture

q  Supportintranetgroupcontributorsinmaintainingactive

communities

q  Engagestakeholderstoencouragethecreationand

distributionofcompanycontent

q  Measureemployeeengagementwithintranettools,withan

eyetowardscontinuousimprovement

q  Involveusersinstructureddesignandplanningactivities

q  Provideintroductionsandtrainingtousersofalldifferent

levels(includingaverageusers,contentowners,newsauthors,

groupowners)

QUALIFICATIONS

q Experienceinmanagingorusing

onlinecommunities

q Broadknowledgeoftechnology

solutionsandpackaged/cloud-

basedapplications

q  5-7years’experienceandskills

managingtechnologyprojects

fromdiscoverythrough

implementation

q 1-3yearsadministeringand

configuringcloud-based

applicationplatforms

q 1-3years’experiencebuilding

analyticsreportsand

dashboardsforbusiness

stakeholders

q Advancedknowledgeofoneor

morecommunityengagement

platformsuchasJive,

MangoApps,Salesforce

CommunityCloud

q Experiencemanaging

communityorknowledge

management


Level:Manager

INTERNAL


Director,EngagementandInclusion

 SUMMARY

 TheDirectorofInclusionandEngagementreportstotheheadofthe

PeopleTeam,managingtwopeople,andworksinconjunctionwith

leadershiptoidentifyeffectiveandcreativestrategiestocultivatean

environmentthatsupportsdiversity,equityandinclusion.Thisperson

willhaveadedicatedbudgettobuildinitiativesthatinfluence

employeeengagement,talentacquisition,talentmanagement,and

opportunitiesacrossourorganizationtoengageandretaintalent.

 RESPONSIBILITIES

q  Leadthedevelopmentandexecutionofadiversity,equityand

inclusionstrategy

q  WorkwiththePeople,Legal,andOperationsteamstoensure

practices,policies,&guidelinesarebuiltwithequityandinclusion

asakeyanchor

q  Buildandsupporttheimplementationofaninternalandexternal

communicationstrategy,inpartnershipwiththeCommunications

q  PartnerwithRecruitingtodrivecommitmenttobuildingfocused

pipelinesandmaintaininganinclusivehiringprocess

q  Leadateamfocusedondrivinginclusivebehaviors,bias

mitigation,andcreativeideastosupportworkforcegrowth

q  Developandsupportthegrowthofyourdirectreportsand

amplifymanagementvaluesandexpectations

q  Organizeandleadforumsandeventsandsupportthe

developmentofinternaltrainingprograms

q  Defineshortandlongtermobjectivesandkeyresults,and

establishmetricsanddashboardstoinformourdecisionmaking

QUALIFICATIONS

q 7+yearsofexperienceinthe

diversity,equity,andinclusion

space,withafocusondriving

inclusivebehaviors

q Demonstratedawarenessand

understandingofmultiplefacets

ofdiversity

q Comfortabletakinginitiative

andworkinginafast-paced

environment

q Strongsocialandinterpersonal

skills,includingverbaland

writtencommunicationskills

q Alearningmindsetand

willingnesstotrynew

approaches

q Experienceinbringingothers

alongajourneythrough

communication,demonstration

andmodelingofbehavior,and

drivingaccountability

q Exceptionalrelationship-

buildingskills,organizational

awareness,andcollaboration

skills

Level:Director

INTERNAL


Director,GlobalEmployeeExperience

 SUMMARY

 TheDirector,GlobalEmployeeExperiencepartnerswithexecutive

leadershipandkeystakeholderstodesignandimplementstrategic

communicationsprogramstocreateclarity,confidenceand

connectiontoourvision,mission,values,andbusinessstrategyand

helpbuildourreputationandcorporatebrandinsideandoutsidethe

company.Thisindividualshouldhaveanextensivetrackrecordof

developingandsuccessfullyimplementingcommunicationand

employeeengagementprogramswhileusingmultipleplatformsand

media,preferablyfromalarge,globalcompany.

RESPONSIBILITIES

q  Developandimplementthecompany’sglobalemployee

communicationsstrategyandeditorialschedule

q  Write,develop,andeditmessagesforavarietyofmediumsand

eventsincludingintranet,townhallsandnewsletters

q  Driveemployeeunderstandingofthebusinessstrategy,our

purposeandvalueswithcampaignsandcompellingstories

q  Facilitateinteractive,two-waycommunicationsforumsandbuild

aroadmapofintentionalengagementsannually

q  Developacomprehensiveinternalcommunicationstrategyto

driveemployeeengagementDesignfunctionalarea

infrastructureandchangestosupportingprocessesandsystems

q  Translatethedetailsintothe“bigpicture”todevelopandadjust

short-andlong-termstrategies

q  Provideongoingrecognition,feedbackanddevelopment,holding

employeesaccountableforsuccess.Createanenvironment

whereemployeefeedbackfacilitatespositivechange.

QUALIFICATIONS

q Bachelor’sdegreerequired,

MBApreferred

q 15+yearsexperience,5+years

inaproductleadershiprole

q Proventrackrecordof

managingsenior-levelteams&

partneringwithcross-functional

leadership

q Provenanalyticalandproblem

solvingskills;mustbe

comfortablewithdataanalysis

anddata-drivendecisions.

q Excellentrelationshipbuilding

skills

q Effectivelydealwithambiguity

q Abilitytoworkinadiverse,fast-

paced,confidentialenvironment

andexceptionalattentionto

detail

q Experienceanalyzingbusiness

performanceresultsand

workingwithfinancialmodels

required

Level:Director

INTERNAL


DigitalWorkplaceArchitect

 SUMMARY

 AsDigitalWorkplaceArchitectyouwillbringakeycontributionin

realizingourmission:toprovidethemostefficient,appreciatedand

trusteddigitalworkplacetomillionsofcorporateworkers.

 Youareextremelypassionateaboutsolvingchallenging,real-life

problems.Youareadigitalworkplaceexpertwithstrongtechnical

skills,thepassionandlovetokeepuptospeedandtryoutnew

technologiesandastrongcommitmenttodeliverthebestdigital

experiencetoend-users.

 RESPONSIBILITIES

q  Providethetechnicalexpertiserequiredtobuildandenhance

ourProductbyworkingwithProductManagersandDevelopers

q  Basedonyourexperience,buildcontentpackstohelpour

customerstoimproveemployeeexperience

q  ExploreandincreaseawarenessaroundtheoverallITecosystem

ofworkplacesolutionsthatweispartof,byunderstanding

varioustechnologies(operatingsystem,applicationvirtualization,

configurationmanagement,EMM,etc.)Identifyhowwecan

complementandenhancethesetechnologies.

q  AdvisetheR&Dteamswithworkplace-specificknowledgeduring

thedevelopmentofourcatalogofself-help/self-healing

workplacescriptsandartificialintelligencesolutions

q  CollaboratewithandadviseourSolutionsConsultingand

CustomerSuccessteamsduringcustomerengagements

QUALIFICATIONS

q StrongmacOSmanagementand

configurationexperiencein

largeenterpriseenvironment

q Deepunderstandingofthe

Windowsoperatingsystemand

relatedtechnologystack

q 5+yearsasWorkplace

Architect,BuildArchitectora

similarroleinalargeIT

organization.

q Outstandingcommunication

andteamworkskills,andsocial

awareness.

q Abilitytodrivecomplexprojects

withminimaloversight,

deliveringresultsincrementally

andpragmatically

q Demonstratedabilitytocollect

userfeedbackandunderstand

customerpainpoints

q Enthusiasmforworkinginan

international,collaborativeand

fast-pacedenvironmentand

learningnewtechnologies

Level:Director

INTERNAL


Director,EmployeeExperienceProducts

 SUMMARY

 Areyouaninnovativeproductmanagerwhothrivesinafast-paced

collaborativeenvironmentandlovesworkingwiththebest

technologyteamsintheworld?TheEmergingInterfacesProduct

teamisseekingaDirector,EmployeeExperienceProductstofocus

onbuildingamazingemployeeexperiencefocusedapplications,

componentsandtemplatesbuiltnativelyonourleadingPlatform.

 RESPONSIBILITIES

q  Positionanddesignfeaturestargetingadoptionusecases,

throughoutacrosssectionalsetofplatformareas

q  Developanddeliveronacoherentstrategy,includingdesign,

userrequirements,marketassessments,scalabledeliveryplan

andmarketingstrategy

q  Deliverresourcestosupportadoptionthroughvarious

channels,training,trailhead,blogs,opensourceandinternal

proofofconcepts

q  Collaborateacrossmultipleteamsinternally.Theseservices

haveahighnumberofinternalstakeholderswithconflicting

needsandrequirestrongproductleadershiptoensure

alignment,consistentdesignprinciples,andadoptionfrom

otherteams

q  Balanceproductvisionwithpartnerandcustomerfeedback,

prioritizingacrossadiversesetofinputsandconstituents

q  Engagewithourpartnerandcustomercommunitiestodrive

customerenthusiasmandproductadoption

q  Workingcloselywithkeycustomerstoenvision,planand

executealongwithassignedarchitectureandconsulting

resources

QUALIFICATIONS

q BSorMSinEngineering,

ComputerScience,orrelated

disciplinesorequivalent

experienceintechnical

leadershiproles

q Provenabilitytoinfluenceand

coordinatecross-functional

teamstoexecuteagainstaplan.

q Well-developedleadership,

management,andstrategic-

thinkingskills,withtheabilityto

exciteandleadothers

q Excellentorganizationand

communicationsskills,with

experiencecommunicating

acrossgroupswithvarying

degreesoftechnicalbackground

q Experiencepresentingto

executiveleadership,

participatinginthesalescycle,

andhandlingsensitivecustomer

escalations

Level:Manager

INTERNAL


AssociateCommunityManager

 SUMMARY

 Thispositionisablendofstrategicandtactical.Thesuccessful

candidatewillbesomeonewhoisastrongcommunicator,loves

buildingrelationships,andisabletomanagecomplexprojects.

Wewantsomeonewhohaslivedandbreathedtheworldof

applicationtechnologyandhasexperienceevangelizingtoothers;

onewhoisanalytical,creativeandpossessesstrongattentionto

detail.

 RESPONSIBILITIES

q  RepresentCommunityastheprimarypointofcontactfor

memberinquiriesandconcerns

q  Workwithprojectmanagementteamtohelpmatchexpertise

withprojects

q  Interactwithourcommunityviaourforums,blogs,and

newsletters.

q  Updatecontentinourhelprepository,enablingourmembers

tofindanswerstoawiderangeofquestionsandtowatch

interactivetutorials

q  Engageourcommunitywiththegoalofincreasingmember

interactionwithusonbothaprojectlevelandaknowledge-

sharing,collaborativelevel

QUALIFICATIONS

q 0-4yearsexperiencein

communitymanagement,

productmanagement,product

marketing,orQAproject

management

q Hands-onexperienceanalyzing

customerproblemsand

recommendingproductor

workflowrequirements

q Strongcommunicationskills

usingWord,Excel,and

PowerPoint

q Drivenpeoplethrivehere.We

likestartuploverswhoare

addictedtowinning,obsessed

withdetails,focusedonthe

criticalpath,andhavetheability

toconceiveandexecute

complexprojects

Level:Junior

EXTERNAL


TechnicalDeveloperEvangelist-NorthAmerica

 SUMMARY

 We’reseekingatechnicalevangelisttodriveawarenessandgrow

adoptionofourdeveloperproducts.Workingwiththegrowth

team,you’llcomeupwithstrategiestosharethebenefitsof

buildingonourplatformamongstengineersandappfoundersin

theNorthAmericaregion.Inthisrole,youwillworkcloselywith

developercommunitiestopromotedevelopmentofappsintheour

ecosystemandgrowouropensourcecommunity.

 RESPONSIBILITIES

q Growcommunityofdeveloperstobuildapps&toolsontopof

ourplatform

q Representthebrandatpaneldiscussions,techtalks,industry

andtechnologyconferencesandevents

q Serveasafaceoftheplatformatcommunityevents

q Createandnurturerelationshipswithkeydevelopers

q Helpdrivestrategyfordeepevangelizationintoother

communitiesofdevelopersworkingondecentralized

applications

q  Participateasaleaderinourdevelopercommunity

q PartnerwithourDigitalCommunityPartners,EventPlanners

andcommunitiesacrosstheglobetoorganize,speakat,and

recruitfortechnicaleventssuchasmeetups,usergroups,

hackathons,conferences

q Regularlypublishtechnicalcontent:codesamples,sampleapps,

webinars,podcasts,videointerviews,blogs,etc.

QUALIFICATIONS

q Familiarwithback-end

languagesandenvironments

likePythonandNodeJS,

experiencewithSQLandother

databasesystems

q  Familiarwithfront-end

languageslikeJavascriptwith

toolkitslikeReact

q Understandingofpublic-private

keyencryptionprotocols

Experiencewithcloud

storage(suchasEC2)

q Experienceworkingforarapidly

scalingstart-up

q ActiveparticipationinOpen

Sourcecommunities

q ActiveonStackOverflow

q Experienceinopensource

softwareproject(s)with10+

othercontributors

Level:Junior

EXTERNAL


DigitalCustomerExperienceandEngagementAssociate

 SUMMARY

 AsapartoftheDigitalCommunityEngagementteam,theDigital

CustomerExperienceandEngagementAssociaterepresentsoneor

morebrandsacrossthedigitalmediumincludingoncompany-

ownedwebsites(viachat,SMS/messaging,reviewsmoderation,

othercustomerengagementtools),socialmediachannels,and

throughpersonalizedoutboundcustomercommunicationmethods

(email,handwrittennote,etc.).TheAssociatewillbeabrandvoice

andproductexpertwiththeabilitytothinkquicklyandcritically,

problemsolve,andhavetheutmostrespectfortheneedtodeliver

delightfulandthoughtfulcustomerresponseandengagementatall

times.

 RESPONSIBILITIES

q Deliverawelcoming,engagingandthoroughexperienceto

shoppers,continuouslybuildingourbrandvoiceandfielding

incomingquestionsfromcustomersandprospectsviachat,

social,SMS,1:1emailorotherdigitalcommunicationtools

q Serveasasubjectmatterexpertforproductsavailablefor

researchorpurchaseononeormorewebsites

q Serveasabrandambassadorandexpertinbrandtoneandfeel

asitrelatestocommunicatingwithconsumersforoneormore

brands

q Supportthecompany'seffortstoimproveoverallbrand

sentimentindigitalplatformsandbuildbrandloyalty

q Quicklyandefficientlyidentifycustomeroutreachissuesinneed

ofescalationtoCustomerServicefortriageandresolution

QUALIFICATIONS

q Entrepreneurial,ambitious,self-

motivated

q Empatheticandextroverted

q Bachelor'sdegree-preferably

inrelatedfield:marketing,

business,communications

q Abilitytounderstandbrandand

upholditsintegrity

q Strong/advancedwrittenand

oralcommunicationskills

requiredConsumer-first

mindset

q Customersupportandresponse

monitoringexperience

preferred

q Aloveforsocialmediaand

understandingofthe

importanceofbrand

consistency

q Confidencetodotherightthing

fortheconsumerinorderto

preservetrustinourbrand

Lvel:JuniorLevel:Junior

EXTERNAL


DigitalCommunityManager

 SUMMARY

 WearelookingforaCommunityManagerthathelpscommunicate

andengagewithourfollowers/customersonoursocialmedia

channels,includingFacebook,Instagram,Twitter,YouTubeand

email.Youwillbeworkingwithavarietyofteamstomaintainand

supporttheneedsofthecommunityforenhancingcustomer

experience,engagement,retentionandbrandreputation.Theideal

candidateforthispositionwillhaveapassionforsocialmediaand

aswellasakeeninterestintheconsumerelectronics.

 RESPONSIBILITIES

q  Activelyengageandmotivatecustomerstoengagein

communityinteractions,likeactivediscussions,user-generated

content,andproducttestimonials

q  Workcross-functionallywithProduct,Marketing,and

CustomerServiceteamstodevelopbrandstrategiesandvoice

intodirectcommunicationwithoursocialaudiences

q  Developandmanagenewusersandturnthemintofansofthe

brand

q  Actasagroupmoderatortoprovideahighlevelofcustomer

servicewhileelevatingbrandpresence

q  Conductresearchonthesurroundingterritoryforour

products;stayuptodateonthelatesttechnology,trends,and

communitymanagementmethodologies

q  DetermineKPIs,monitorperformance,andoptimize

communitycontenttoreachcompanyobjectives

QUALIFICATIONS

q Bachelor'sDegreeinMarketing,

Business,Communicationsor

relatedfields

q 0-2yearsofsocialmedia,digital

communitymanagement

experience

q Familiarwithsocialmedia

platforms(includingFacebook,

Instagram,Twitter,YouTube

etc.)Forumadmin,Facebook

groupmoderator,oranyother

experienceinlaunchingand

moderatinganonline

communityisaplus!

q Abilitytowriteengaging,

interestingcontenttoengage

withthecommunity

q ProficientinGSuiteand

MicrosoftOffice

q Abilitytohandlemultiple

projectsatatime

q  Organizedwithahighlevelof

attentiontodetails

Level:Manager

EXTERNAL


TechnicalCommunityManager

 SUMMARY

 Asatech-savvyCommunityManagerjoiningtheUserAdvocacyteamyouwillhelpdrivethegrowthofcommunity.ReportingtotheSeniorCommunityManager,youwillplayanintegralroleontheteambyimplementingstrategies,tactics,andbestpracticesinahighlytechnicalcommunityenvironment.

 RESPONSIBILITIES

q  Serveasapublicfaceofthecompanyintheonline

community,andotherchannels

q  Executeontheoperationalcommunityplantosupport

businessgoals

q  Workcloselywithseniormanagersandotherteammembers

acrossdepartmentstodevelopandimplementnew

communitypromotions,engagementstrategiesandtactics

q  Interactwithcustomers,partners,andprospectstoensure

positiveoutcomes

q  Manageprogramstoenable,engage,andgrowthe

community

q  Helpdevelop,engage,andgrowlocalusergroups

q  Organizein-personeventstodriveloyaltyandengagement

q  Identify,cultivate,andmanagerelationshipswithsuperusers

andadvocates

q  Solicit,gather,evaluateandimplementuserfeedbackto

optimizethecommunityexperience

q  Communicateandpromotenewcommunityfeaturesor

procedurestomembersandemployees

q  Preparereportswithqualitativeandquantitativedata,

insightsandanalyticstocommunicatetrendsandthevalueof

thecommunitytostakeholders

QUALIFICATIONS

q Experienceinonlinecommunity

managementandmoderation,

customeradvocacy,customer

supportorcustomersuccess

q Understandingofkey

communitymetrics

q Demonstratedsuccessin

growthofkeycommunity

metrics

q Experiencewithcommunity

platformvendors

q Curiosity,criticalthinking,

creativity,andautonomy

q Highlyorganizedandabilityto

keeptodeadlines

q Outgoingandadaptableto

workinginafastpacedand

changingenvironmentwiththe

abilitytoprioritizeconflicting

demands

q FamiliaritywithPythonorSQL,

orawillingnesstolearn

Level:CommunityManager

Level:Manager

EXTERNAL


CommunityManager

 SUMMARY

 Doyougetaboostfromdigitalengagement?Areyoubuiltto

brainstorm?Doyoulikemakingpeoplefeelappreciated?Areyou

naturallycurious–i.e.howmanyWikipediarabbitholesdownwhich

doyoudiveinaweek?Iftheanswerisincalculable,wemayhavethe

gigforyou.

 AsanOnlineCommunityManager,youwillinjectstrategyandbest

practicesintoourclient’seffort–whileworkingbothindividually

andasakeycomponentofahighlyskilledconsultingteam–gaining

valuableexperiencewithaneliteglobaltechnologycompany.

 RESPONSIBILITIES

q  Developcustomcontent,marketingandaudienceengagement

plansforonlinecommunities–writtenandmultimedia(i.e.

webcasts,virtualconferences,etc.)

q  Facilitateongoingsoftwareusergroupcollaboration

q  Providetechnicalsupportandcustomerserviceforcommunity

users

q  Recommendandimplementengagementtactics

q  Collect,analyzeandsharecommunity-relateddatawithrelevant

stakeholders

q  Trainandassistclientrepresentativesinunderstandingthefull

breadthoftheirplatformfunctionality,byleveragingnew

featuresandimplementingtimelyupdates

q  Continuouslygatherfeedbacktoshapeonlinecommunity

managementpracticesandproductideation

q  Researchandrecommendcommunitymanagementbest

practices

QUALIFICATIONS

q Bachelor’sdegreefromafully-

accreditedcollege/university(or

equivalentexperience)and

three-plusyearsofrelevant

professionalexperience.

q Go-getterwithapassionfor

understandingindividualpoints-

of-view

q Trueunderstandingofcustomer

service

q Abletomulti-taskandmeet

time-sensitivegoals

q Excellentcommunicator,both

verbalandwritten–

understandingofthenotion

thateverypieceofcontentyou

producerepresentsyourvalue

Level:Manager

EXTERNAL


CommunityOperationsManager

 SUMMARY

 TheCommunityOperationsManagerwillserveasakeyplayerofthe

Communityteam,ensuringday-to-dayoperationalexcellenceof

communitysoftwareplatforms,technicalprojects,andongoing

development.

 You’llthinkofcommunityasaproductandbuildthenecessary

operationalgovernancemodeltodeliveraworld-classexperienceto

customersandprospects.

 RESPONSIBILITIES

q  Scope,implement,manage,andmaintaincommunityplatform

customizations

q  Craftareleasemanagementstrategyanddeliverregular

enhancements

q  Overseemanagementofvendorsandserviceproviders

q  Buildriskmanagementplansandaddresstechnicalissuesas

theyarise

q  Managecomplexcross-functionaltechnicalprojects

q  Interfacewithtechnicalteamsaroundthecompanytoensure

seamlessexperiencesbetweencommunityandotherproducts

QUALIFICATIONS

q Trackrecordofstrongtechnical

projectmanagement

q Experienceinweband

applicationdevelopment

q KnowledgeofSEObest

practices

q Adata-drivendecision-making

approach

q Abilitytobeproactiveaswellas

reactivetotechnicalsituations

q Experiencewithdata,analytics,

andmachinelearningaplus

q PMPcertificationpreferred

Level:Manager

EXTERNAL


GlobalCommunityManager,CustomerService

 SUMMARY

 AsGlobalCommunityManager,youwillberesponsibleforleading

ourCommunityTeam,whichcultivatestheRockStarsuperuser

program,managescommunitymoderation,improvesforum

featuresandfunctionality,andamplifiesthevoiceofthecustomer

throughouttheorganization.

 YouwillcollaboratewithcolleaguesinCustomerSupport,Product

Management,Communications,andAnalyticsinafast-paced

environment.

 RESPONSIBILITIES

q  Helpsetthevisionforthecommunity

q  Refine,update,andexecuteonthecommunitystrategy

q  Manageahigh-performingteamthatisfocusedon

developingengaged,creative,empowered,andauthoritative

customers

q  Drivecriticalmetricsthatcapturecommunityhealth,activity,

andengagement,aswellasteamperformance

q  Clearlycommunicateyourvision,initiatives,andprogress

againstplanstoallpartners

q  Championthevoiceofthecustomer

q  Helptoexpandaculturethatstimulatesinnovationand

rewardsproactiveproblemsolving

q  Stayattheforefrontofindustrytrendstobenchmark,

understand,andcreateabest-in-classcommunity

q  Strengthentherelationshipwithourplatformvendor

q  ReviewandvalidatethatCommunityOperations(systems,

processes,content)arealignedwithcompanypolicies

QUALIFICATIONS

q Passionateaboutcommunity-

drivencustomersupport

q 3+yearsofcommunity

managementexperience

q Technicalsupport,customer

service,orexternal

communicationsexperience

q ExcellentEnglishlanguageskills;

additionallanguageskillsaplus

q Knowledgeofcommunity

managementsoftware

q Abilitytoinfluencedecision

makingatalllevelswithinan

organization

q  Inclusiveandcollaborative

workinghabits

q Focusondatadrivendecision-

making

q BasicunderstandingofHTML,

CSS;JavaScriptisaplus

q Strongpeople,project,and

eventmanagementskills

Level:Manager

EXTERNAL


CommunityStrategist

 SUMMARY

 AsaCommunityStrategist,youwillberesponsibleforproviding

bestpracticesandtacticaladvicerelatedtocommunitieshelping

ourcustomersrealizebusinessvalue.TheCommunityStrategistis

acriticalcomponenttoourcustomers’success.

 RESPONSIBILITIES

q  Providebestpracticeconsultancyoncommunitytechnology,

management,andmeasurement

q  Providestrategicmaturitymodelbasedguidance

q  Workhand-in-handwiththecustomer'scommunitymanagers

andsupporttheirexecutionplans

q  Providea12-monthroadmapforcommunityimplementation

projects

q  Co-createbestpracticeexpertisewithyourpeersbasedon

yourlearningswithyourcustomers

q  Deliverstrategicworkshopstoalignstakeholderson

communityvaluepropositionandpurpose

q  Deliverassessmentsandrecommendationstoexisting

customers

QUALIFICATIONS

q 5+yearshands-onexperiencein

communitymanagement

q 3+yearsinconsultancy

q Extensiveunderstandingof

communitytechnologiesand

associatedbestpractices

q Abilitytoestablishcredibilityon

thesubjectmatterwithkey

customerstakeholdersatall

levels

q Excellentpresentationskills

q  Indepthexperienceintheday-

to-dayoperationofcommunity

initiatives,including

administration,measurement,

moderationandinteractionwith

users,executionofpromotion

and/orevents

q Deepunderstandingofsocial

andonlinemetricsaswellas

basicstatisticalmodeling

q Excellentproblem-solvingskills

pairedwithattentiontodetail

Level:Manager

EXTERNAL


CommunityManager-Remote

 SUMMARY

 We’relookingforaCommunityManagerwiththetalent,energy,

anddeterminationtohelpcreatorsandtheirfansconnectand

prosper.Areyouexcitedbytheideaofworkingatanearly-stage,

remotestart-upleadingprojectsreachinganaudienceofmillions?

 RESPONSIBILITIES

q  Plan,research,write,andpublishcontenttoamplifyouruse-

cases,encourageadoptionoffeatures,andultimatelygrow

freeandpaidmembership

q  Growourinfluencerbaseandimplement,operate,and

measuretheeffectivenessoftheambassadorandaffiliate

programs

q  Listentocommunitysentiment,identifygrowthopportunities,

trends,emergentopportunities,andproductimprovement

ideas

q  Seekoutopportunitiestopartnerwithonlineservices,

organizations,andinfluencerswhoaddvaluetothe

communityandgrowtheplatform

q  Monitorgrowthmetricswithyourownstandardized

dashboards

q  Managetheemailnewsletter,socialmediachannels,andour

webpageinadditiontoourpresenceacrossallotherplatforms

QUALIFICATIONS

q Youhaveexperienceworking

remotelyandcanworkasafull-

timecontractorindependently

q 2+yearsdemonstrable

experienceinagrowth,

marketing,community,or

contentposition,ideallyina

consumerorcreative

organization

q You’reanexcellentwritten

communicator.You’vewritten

engagingsocialmediapostsand

blogcontent

q You’recuriousanddatadriven,

you’llmaintainquantitativedata

rigorwhileseekingnewand

creativewaystogrowthe

community

Level:Manager

EXTERNAL


Self-ServiceLearningStrategyLead

 SUMMARY

 TheSelf-ServiceLearningStrategyLeadwillserveasakeyplayer

withintheCustomerExperience/Self-ServicesStrategyanddelivery

domain,buildingworldclassself-servicelearningexperiencesfor

customersandthoselookingtoexpandtheirhorizonsintomachine

learningandartificialintelligence.

 RESPONSIBILITIES

q  Ownstrategy,delivery,andsuccessofcommunity-based,self-

servicelearning

q  Deployanarrayoflearningmodalitiestoaccommodatelearners

ofalltypes,self-pacedinteractivelessons,recordedinstructor-

ledtraining,andrecurringchallenges

q  Workcollaborativelywithinternalteamstoensureconsistency

andqualityoflearningofferingsacrossthecompany

q  Implementalearningmanagementsystemorequivalentcustom

solutiontocreateaseamlessuserexperience

q  BuildonlinecertificationprogramsforproductsaswellasAI/ML

disciplines

q  Enablecustomer-facingteamstopromoteanddemonstrate

learningofferingstocustomersandprospects

QUALIFICATIONS

q Proveninstructionaldesign

skills

q Experiencebuildingand

deliveringcertificationprograms

q Knowledgeoflearning

managementsystems

q Adata-drivendecision-making

approach

q Excellentwrittenandoral

communication

Level:Manager

EXTERNAL


OnlineCommunityManager

 SUMMARY

 WeareseekingourfirstCommunityManagerintheUStooversee

andcurateourcommunitieswhereyou’llsetandownallaspectsof

socialmediacommunitymanagement.Wevalueourcustomersand

wanttoensurethattheirvoiceisbeingheardacrossallofoursocial

channels.

 Inthisrole,you’llhaveanopportunitytobuildthisareaupfrom

scratchwhereyou’llcombineyourentrepreneurialandcuttingedge

ideaswithinthecommunitymanagementspacetocreatean

innovativecommunitymanagementpracticethathasareachacross

theUS.

 RESPONSIBILITIES

q  Overseeallcommunitymanagementandconsumerengagement

acrossallUSsocialmediaplatforms,includingTwitter,Facebook

andInstagram(tobelaunched)

q  Workcross-functionallywithCustomerOperations,Public

Relations,USseniorleadershipandBerlinstakeholderstoensure

allcustomerinquiriesareresolvedpromptlyandthatpotential

issuesareescalatedinatimelyandappropriatemanner

q  Defineandexecuteacoordinatedstrategytoengageconsumers

onnon-ownedplatformsandforums,togetherwiththePR

Manager-USConsumer+TechSet

q  OwncommunitymanagementKPIsandmakerecommendations

toseniormanagementasneededtooptimizepositivebrand

associationandreputation

q  Beactiveinsociallisteningandmonitoringacrosschannelsand

makeclearrecommendationstohelpmaximizeourcommunity-

buildingefforts

QUALIFICATIONS

q 3+yearsofexperienceasa

CommunityManagerfora

consumerorlifestylebrand

q Provenexperienceatgrowing

andmanaginganonline

communityandbuildinga

communityofinfluencers

q Strongwrittenandoral

communicationskills,including

understandingoftoneofvoice

q Akeensenseofjudgmentand

flexibilitytomanagecompeting

orshiftingpriorities

q Abilitytoworkindependently

andtakeownershipwhilestill

beingateamplayer

q Highdegreeofcomfortworking

withvariousstakeholdersinthe

globally

q  Drive,creativity,empathyanda

senseofhumor!

Level:Manager

EXTERNAL


Director,CommunityDevelopment

 SUMMARY

 TheDirector,CommunityDevelopmentwillbeapassionateand

strategicleaderdefiningandbuildingthefutureoftheonline

Communityincollaborationwithanexpertteamofdirectreports

andnetworkofhighly-investedstakeholders.TodaytheCommunity

isaneffectivehubforcustomerself-helpwherecustomerexperts

alsobuildtheirprofessionalreputations.Thisrolewillleadthe

chargetogrowandevolveitinawaythatdelightsandservesour

customersandoptimizesCommunitybenefitsinthecontextofour

overallcustomer-focusedecosystem.

 RESPONSIBILITIES

q  Definevision,strategy,andplanforthecommunityincluding

KPIs,interdependencies,andtradeoffstooptimizevalue

q  Articulateaclearnarrativeregardingthepurposeofthe

communityandhowourmetricsdemonstraterelatedimpact

q  Leadaleanteamofdirectreports

q  Engagecoreuserstounderstandtheirneedsandtostay

connectedtotheirexperiencetooptimizeevolution

q  Engageproactivelywithkeystakeholderstoensurestrategic

alignmenttooptimizecustomer-facingchannels

q  Buildprogramstoengagenewandactiveusers

q  Workcloselywithproductteamtoinfluencefunctionality

q  Makeeffectiveplanning,budgeting,andtechnologydecisions

q  Mentorteammemberstosupportgrowthanddevelopment

q  Manageteamandfunctioneffectively,trackinganddelivering

programstomeetsKPIs-ontime,andwithinbudget

q  Proactivelydefineandtrackmetricsandreportonprogress

QUALIFICATIONS

q 10+yearsofexperienceinthe

techindustryinacustomer-

focusedleadershiprole

q 5+yearspeoplemanagement

experience

q Demonstratedsuccessleading

matureenterprisecustomer

communities

q Strongunderstandingof

customersuccessecosystem

q Proventrackrecordworking

effectivelywithvarious

stakeholderstoachieve

committedoutcomes

q Successfulexperienceinvendor

selectionandmanagement

q Excellentwritten,oral,and

interpersonalskills

q Demonstratedsuccessin

building,leadingandmentoring

teams

Level:Director

EXTERNAL


SeniorDirectorofDigitalContentandAudienceEngagement

 SUMMARY

 Thisnewrolewilldevelopandexecuteanewvisionfordigitalnews

andprogrammingstrategyinpartnershipwithstakeholdersinother

divisions.

 TheSeniorDirectorwillbeaprogressivethoughtleaderinthenewsdivisionregardinghowtoserveandengageouraudiencesonthe

platformsandmodesthattheyusethroughoutthedaytoensurewe

aredeliveringthewidearrayofrelevantandaccessiblecontent,

includingmusic,news,stories,podcasts.

 RESPONSIBILITIES

q  Developbestpracticesforengagingouraudienceandgrowing

engagement.Avitalfunctionofthisrolewillbetounderstand

ouraudiencesegmentsacrossplatformsanddevelopastrategy

toengageuserswiththerightcontentforthemomentthrough

differentchannels.

q  Championnewformsofdigitalreportingandstory-telling

q  Developandsharebestpracticesarounddatawiththe

newsroom,andensuredataisfrontandcenterindecision

makingandprogramming

q  InpartnershipwithBusinessDevelopmentandDigitalMedia,

planandexecutegrowthstrategiesfromnewproducts

q  Partnerwithourtrainingteamtodevelopcurriculumforthe

newsroomandmemberstationsonbestpracticesfordata,

digitalcontentandengagement

QUALIFICATIONS

q 5+yearsofexperiencein

developingandexecutingdigital

newsstrategies

q Knowledgeofandabilityto

lead,withtheskillsand

disciplinesnecessaryto

succeed,adigitalplatform

includingdataandanalytics,

data,digitaldesignanddata

visualization

q Arecordofmulti-platform

leadership

q Experienceineditorialdecision-

making,includingassigning

staff,editingandprogramming

q Stronginterpersonalskills

includingabilitytoworkcross-

functionally

Level:Director

EXTERNAL


Director,CommunityEngagement

 SUMMARY

 ThisindividualwillreporttotheVP,CustomerExperience,andwillbe

responsibleformaintainingthevisionfortheCommunityTeam

encompassingthreegroups:CommunityContent,Community

Development.andCommunityManagementwithintheNAregion.

 RESPONSIBILITIES

q  Developanddriveoverarchingcommunityteamstrategies

designedtoimprovecustomeradvocacyandretention

q  CollaboratewithEMEAcounterpartstoensureglobalalignment

ofvision,strategy,andexecutionofcommunityplans

q  Laserfocusonthecustomerexperienceandhowtodevelopan

effectivecustomerjourney

q  Develop,evangelize,andexecuteinnovativecommunity

initiativesfocusedondeepeningengagement

q  Overseeandmentoralarge,geographicallydiverseteam

q  Providemanagerialsupporttodirectreports(direction,

resources,tools,staff,training,growthopportunities,etc.),to

enablesuccessfulmanagementoftheirteams

q  ActasakeypartnertosupportProductandMarketingTeam

objectiveswhilebalancingtheneedsofCommunity

q  Developandevolvecommunitymodelsthatprovideakey

foundationforestablishingandmeasuringROI

q  Recommendandmanagethesharedbudgetgoverning

communitystaffing,content,programs,tools,andexpenses

q  Establishguidelinesforbestpracticesaroundcommunity

activities,educateinternalteamsaboutcompetitivecommunity

initiatives,andevangelizetheroleofcommunitythroughoutthe

organization

QUALIFICATIONS

q 10+yearsexperienceinbuilding

andexecutingcommunity

strategies

q Strongtrackrecordof

leadershipanddiplomacy,with

experiencemanagingdiverse

teams

q Abilitytoidentifyanddistill

performanceKPIsconnecting

themtothemeasurements

mattermosttothebusiness

goals

q Expertisebuildingcollaborative

relationshipstofindwin-win

solutions

q Expertknowledgeofsocial

media,onlineengagement,and

communitytactics

q Strongknowledgeof

communitytheoryand

communitytrends

q Excellentwrittenandoral

communicationand

presentationskills

Level:Director

EXTERNAL


Director,Community&Engagement

 SUMMARY

 AstheDirectorofCommunity&Engagement,you’llshapeourglobal

communityengagementstrategy,defineKPIs,setgrowthand

engagementgoals,anddevelopreportingtomeasureteamsuccess.

Ultimately,you’llstrategicallybuildgrowthandengagement,while

ensuringthatourcommunityisasafeplaceformemberstolearn.

 RESPONSIBILITIES

LeadtheCommunityteam:

•  Determineeffectivecommunitystandardsandbestpractices

•  Mentor,guide,develop,andrecognizeteammembers

•  Interview,hire,andtrainnewmembersoftheCommunityTeam

Growandengageaglobalcommunity:

•  Define,optimize,andreportongrowthandengagementmetrics

Driveaccountabilityacrossmarketstomeetorexceedgrowth

andengagementtargets

Ownplatformusersafetyandmoderation:

•  Standardizeandoutsourceusermoderation

•  Buildsystemsdetectproblemtrendsanddevelopsolutions

Spearheadcommunity-drivenproductdevelopment:

•  Gatherandsynthesizefeedbackfromcommunityassociates,

managers,moderators,anduserstoinformProduct

•  Keepup-to-datewithcompliance-relatedregulations,and

suggestenhancementswherenecessary

Driveinternalbusinesscommunicationandcollaboration:

•  Facilitatecross-functionalcollaboration

•  Workwithproduct,engineering,andmarketingteamsonproduct

roadmapsforcommunityfeaturesandneeds

QUALIFICATIONS

q 5+yearsofexperiencebuilding

onlinecommunities

q 3+yearsofpeoplemanagement

experience

q Experienceselecting,managing,

andmaintainingtechnology/

businesssystems

q Proventrackrecord

collaboratingacrossmatrixed

organizationstodriveresults

q Crisismanagementskills,andan

effectivegraspofhowto

managesensitivesituations

q Budgetplanning,management,

andforecastingexperience

q Experiencemanagingdatabases

andcreatingreports

q Experiencewithdevelopingand

maintainingpartnerships

q Experiencewithexternal

communicationsactivities

preferred

Level:Director

EXTERNAL


SeniorDirector,Product,Strategy,&Community

 SUMMARY

 Inthisrole,theSeniorDirectofProduct,Strategy,&Communitywill

bethechampionforourmembers’onlineexperience,overseeingour

coredigitalexperienceandfeatureroadmap.Theincumbentwilllead

ateamofproductmanagersinadditiontoourcommunityforums,

whichprovideinvaluableconnectionandinsighttoourconsumers.

Thisresponsibilitywillincludeleadingthecross-functionalLeadership

Teamthroughthestrategyformationprocessandturningthat

strategyintoexecutionthroughproductdefinitions,designs,content,

andimplementationofallsitefunctionality.

 RESPONSIBILITIES

q  ResponsiblesettingstrategicdirectionforProduct

q  AnactiveandengagedmemberoftheLeadershipTeam

q  AlongwithothersontheLeadershipteam,bringarevenuefocus

todecisionsandparticipateinrevenueforecasting.

q  Hire,lead,motivate,retain,andgrowaworld-class,high-

performingteamofproductandcommunitymanagersthat

elevatesuserexperienceandvalue

q  Innovateconsumerfeaturesandfunctionalityacrossallsites

q  Buildbusinesscasesandanalyticalsupport/insightfornew

businessinitiatives

q  Understandandleverageeditorialanduser-generatedcontent

q  Workcross-functionallywithvariousstakeholdergroupsto

optimizestrategicandoperationaldecisions

q  Developstrategiesforouronlinecommunityandsocialmedia

QUALIFICATIONS

q Bachelor’sdegreerequired,

MBApreferred

q 15+yearsexperience,5+years

inaproductleadershiprole

q Proventrackrecordof

managingsenior-levelteams&

partneringwithcross-functional

leadership

q Provenanalyticalandproblem

solvingskills;mustbe

comfortablewithdataanalysis

anddata-drivendecisions.

q Excellentrelationshipbuilding

skills

q Experienceanalyzingbusiness

performanceresultsand

workingwithfinancialmodels

required

Level:Director

EXTERNAL


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