community careers and compensation 2020 · from the community roundtable’s state of community...
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1©2019TheCommunityRoundtable|EnterpriseLicense
CommunityCareersandCompensation
2020
2©2019TheCommunityRoundtable|EnterpriseLicense
THE ONLINE COMMUNITY
FOR COMMUNITY PROFESSIONALS
META? YES. INVALUABLE? ALSO, YES.
For a decade global community leaders trust TheCR Network for the tools, research, resources, andpeople they need to succeed. We know there are no one-size-fits-all community solutions, so we help
solve your community challenges the way that is most convenient and effective way for you.
Resources Programs Concierge ServiceAccess hundreds of vetted, research-
backed case studies, tools, templates andbest practices from the experts in
community management.
With 24/7 forums, working groups,roundtable calls, training, live events, andmore, there is programming that solvesevery problem and fits every schedule.
Our dedicated community team workstirelessly to ensure every member findsthe solutions and support they need - all
you have to do is ask.
How can TheCR Network help you?https://the.cr/thecrnetwork
3©2019TheCommunityRoundtable|EnterpriseLicense
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
4©2019TheCommunityRoundtable|EnterpriseLicense
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
5©2019TheCommunityRoundtable|EnterpriseLicense
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
Community of Practice
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
6©2019TheCommunityRoundtable|EnterpriseLicense
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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
Community of Practice
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
7©2019TheCommunityRoundtable|EnterpriseLicense
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.
8©2019TheCommunityRoundtable|EnterpriseLicense
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.
9©2019TheCommunityRoundtable|EnterpriseLicense
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
10©2019TheCommunityRoundtable|EnterpriseLicense
Key Findings
11©2019TheCommunityRoundtable|EnterpriseLicense
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
12©2019TheCommunityRoundtable|EnterpriseLicense
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.”
KeyFinding#1-CommunityTeamsExpand
13©2019TheCommunityRoundtable|EnterpriseLicense
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
KeyFinding#1-CommunityTeamsExpand
14©2019TheCommunityRoundtable|EnterpriseLicense
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
15©2019TheCommunityRoundtable|EnterpriseLicense
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
KeyFinding#2-CommunityRolesDiversify
16©2019TheCommunityRoundtable|EnterpriseLicense
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
KeyFinding#2-CommunityRolesDiversify
17©2019TheCommunityRoundtable|EnterpriseLicense
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
18©2019TheCommunityRoundtable|EnterpriseLicense
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.
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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
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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$�2!ŏ/!!*ŏ/%#*%ü��*0ŏ
increase in community value over the last 12 months, more likely to be able to connect community impact to strategic objectives, twice as likely to be able to calculate ROI, have �ŏ/%#*%ü��*0(5ŏ$%#$!.ŏ%),��0ŏ+*ŏ�1(01.!ŏ�* ŏbrand sentiment, and more frequently !),+3!.ŏ�+))1*%05ŏ)!)�!./ċ
How Advanced Strategies Impact Community Leaders
AVERAGEADVANCEDSTRATEGIES
Team Size
Training
Have a mentor
Mentor others
Have been promoted
Organization hasclear career path
Can prove community value
Have an approved& funded roadmap
3.9 F/T2.9 P/T
5.3 F/T1.8 P/T
6.2
20% 28%
56% 72%
49% 58%
19% 39%
41% 71%
17% 47%
7.1
Coaching Conferences OnlineCourses
MembershipNetworks
DegreePrograms
51%
29%
75%
64%
54%
38%
55%
47%
17%11%
Advanced StrategiesAverage
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Lack of Business Skills Creates Vulnerabilities
70% of community programs lack an approved roadmap and only 17% have a resourced roadmap – a number that has not �1 #! ŏ%*ŏ0$!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
KeyFinding#3-ScaleCreatesChallengesandOpportunities
19©2019TheCommunityRoundtable|EnterpriseLicense
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.
KeyFinding#3-ScaleCreatesChallengesandOpportunities
20©2019TheCommunityRoundtable|EnterpriseLicense
ProfilesofCommunityRoles
21©2019TheCommunityRoundtable|EnterpriseLicense
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
22©2019TheCommunityRoundtable|EnterpriseLicense
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%
23©2019TheCommunityRoundtable|EnterpriseLicense
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
24©2019TheCommunityRoundtable|EnterpriseLicense
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
25©2019TheCommunityRoundtable|EnterpriseLicense
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
26©2019TheCommunityRoundtable|EnterpriseLicense
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
27©2019TheCommunityRoundtable|EnterpriseLicense
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
28©2019TheCommunityRoundtable|EnterpriseLicense
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
29©2019TheCommunityRoundtable|EnterpriseLicense
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
30©2019TheCommunityRoundtable|EnterpriseLicense
Recommendations
31©2019TheCommunityRoundtable|EnterpriseLicense
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
32©2019TheCommunityRoundtable|EnterpriseLicense
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
33©2019TheCommunityRoundtable|EnterpriseLicense
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
34©2019TheCommunityRoundtable|EnterpriseLicense
Appendix:JobDescriptionIndex
35©2019TheCommunityRoundtable|EnterpriseLicense
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.
36©2019TheCommunityRoundtable|EnterpriseLicense
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.
37©2019TheCommunityRoundtable|EnterpriseLicense
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.
38©2019TheCommunityRoundtable|EnterpriseLicense
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
39©2019TheCommunityRoundtable|EnterpriseLicense
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
40©2019TheCommunityRoundtable|EnterpriseLicense
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
41©2019TheCommunityRoundtable|EnterpriseLicense
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
42©2019TheCommunityRoundtable|EnterpriseLicense
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
43©2019TheCommunityRoundtable|EnterpriseLicense
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:JuniorCommunityManager
Level:Manager
INTERNAL
44©2019TheCommunityRoundtable|EnterpriseLicense
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
45©2019TheCommunityRoundtable|EnterpriseLicense
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
46©2019TheCommunityRoundtable|EnterpriseLicense
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
47©2019TheCommunityRoundtable|EnterpriseLicense
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:JuniorCommunityManager
Level:Manager
INTERNAL
48©2019TheCommunityRoundtable|EnterpriseLicense
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
49©2019TheCommunityRoundtable|EnterpriseLicense
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
50©2019TheCommunityRoundtable|EnterpriseLicense
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
51©2019TheCommunityRoundtable|EnterpriseLicense
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
52©2019TheCommunityRoundtable|EnterpriseLicense
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
53©2019TheCommunityRoundtable|EnterpriseLicense
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
54©2019TheCommunityRoundtable|EnterpriseLicense
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
55©2019TheCommunityRoundtable|EnterpriseLicense
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
56©2019TheCommunityRoundtable|EnterpriseLicense
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
57©2019TheCommunityRoundtable|EnterpriseLicense
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
58©2019TheCommunityRoundtable|EnterpriseLicense
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
59©2019TheCommunityRoundtable|EnterpriseLicense
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
60©2019TheCommunityRoundtable|EnterpriseLicense
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
61©2019TheCommunityRoundtable|EnterpriseLicense
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
62©2019TheCommunityRoundtable|EnterpriseLicense
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
63©2019TheCommunityRoundtable|EnterpriseLicense
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
64©2019TheCommunityRoundtable|EnterpriseLicense
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
65©2019TheCommunityRoundtable|EnterpriseLicense
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
66©2019TheCommunityRoundtable|EnterpriseLicense
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
67©2019TheCommunityRoundtable|EnterpriseLicense
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
68©2019TheCommunityRoundtable|EnterpriseLicense
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
69©2019TheCommunityRoundtable|EnterpriseLicense
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70©2019TheCommunityRoundtable|EnterpriseLicense
AboutTheCommunityRoundtable
TheCommunityRoundtableisthemosttrustedvoiceincommunitymanagement.Usingtheindustry'sonlycomprehensiveresearch-theStateofCommunityManagement-asaframework,wehelpglobalcommunityleadersdefine,launch,manageandmeasureeffectivecommunityprograms.Howdowehelpcommunityleadersbuildawardwinningcommunityprograms?
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