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SOCM2016 Draft Cover Shadow.pngWhen The Community Roundtable launched in 2009, the idea of measuring the markers of community success was unheard of; community management was considered an art that couldn't be taught - or measured.

 

Seven years later, many platforms have developed sophisticated analytics capabilities for their communities, giving community managers dashboards and annual reports with which they can measure and benchmark the activity and output of their communities. Jive has invested a lot of effort to providing dashboards and other insights that make it more possible than ever for you to measure the value and ROI of your community.

 

So why do you need to spend 25 minutes taking the State of Community Management survey?

 

Because platform-driven data is powerful but it only tells you one important part of the story - the output. It doesn't tell you much about how you invest your resources to get that output - your community management approach.

 

For the last six years, we have been tracking the management behaviors that make for successful communities. How critical is strategy? Does executive engagement really matter - and from whom? How do content and programs fit together to drive engagement? Does the community management work you do outside the platform translate to community success? How do policies and governance affect the community? Do strong value statements derive strong engagement? What are the most effective times to be higher-touch with your members?

 

The list goes on and on. And the better the data and benchmarking you can get out of your platform, the more powerful this other information becomes - the data that is the lifeblood of the State of Community Management survey.

 

We’re taking a closer look at the data from the Jive customer segment of our 2015 survey population for a custom benchmark report to be presented next month at JiveWorld 2016 - and come chat with us about the research at our booth.

 

3 Reasons to Participate in TheCR’s State of Community Management 2016 survey

 

  1. Improve your strategic perspective: Upon completing the survey, you will automatically receive your maturity score by the eight competencies in the Community Maturity Model which will help you understand your program's biggest strengths and weaknesses.
  2. Gain stakeholder confidence: by involving stakeholders in completing the survey, it will help you and them understand the scope of community management responsibilities and start having the right conversations about what to prioritize and invest in.
  3. Be credible: By contributing to the most widely read research about communities, you are contributing to the broader understanding of the community opportunity, which gives you more credibility and career opportunities.

 

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So what are you waiting for?

 

Take the survey today!

 

We’ll even give you coffee or let you donate $5 to No Kid Hungry.

CMSF.pngIt’s a great time to be a community manager! Organizations big and small are beginning to recognize that managed communities can help transform organizations, making them more resilient in a digitally connected world.

 

Yet, while the discipline of community management is becoming better understood, the specific roles within the discipline are still often poorly defined, measured and rewarded. We know from our work with community practitioners that there is a huge range in experience, responsibilities and compensation among community managers – it is not a one size fits all discipline. We also know that many people still believe community management is mostly about updating Facebook and Twitter. 

 

Quite to the contrary, we see community professionals playing a unique, strategic and under-valued role in evolving their organizations - helping them become more responsive, adaptive and innovative. Community professionals can be front line engagement specialists, and they can also play a critical strategic role in organizational transformation. At the same time, many community managers are frustrated by a lack of recognition, compensation and advancement opportunities - often epitomized by completely unrealistic job descriptions.

 

Our mission at The Community Roundtable is to advance the business of community and research has always played an integral part of that – helping people understand the dynamics and management approaches that build successful communities. We’ve made great strides at the macro level with our State of Community Management research and our Community Maturity Model framework, but we needed to apply the same research approach to the role of the individual community professional. With that in mind, we undertook our inaugural Community Manager Salary Survey, made possible with support from Jive.

 

This research documents the roles, skills, responsibilities, compensation, evaluation and professional development opportunities of over 350 individuals in the community space today.

 

What we found was enlightening:

 

  • Community professionals on average have 13 years of work experience, suggesting that while entry level jobs exist, they by no means represent the average community professional
  • Community job descriptions are poorly rationalized between experience required, responsibilities and compensation - making it challenging for organizations to hire and hard for community professionals to find challenging and exciting roles that won’t burn them out.
  • Less than one-third of community professionals find jobs through traditional job postings, making the career path opaque and hard to navigate.
  • Community executive roles are increasing, suggesting that community programs are growing in strategic importance as organizations understand the value they generate

 

Most notably, along with the research findings, we developed the Community Management Skills Framework, included here. This framework helps individuals, managers and organizations understand the scope of community management roles and the specific priorities of each through the four skill families found within community management:

 

  • People and engagement skills
  • Content development skills
  • Strategic and business skills
  • Technical skills

 

The full report helps answer the following questions:

  • What is the role of a community manager, community strategist or director of community?
  • How to define or refine the role to be more realistic for one person?
  • How to bring compensation in line with responsibilities?
  • What is a good starting point for building a job description?
  • How to help the HR team define standard job categories and descriptions?

 

We hope you’ll download this research and use it as a springboard for discussing these issues in your organization, and in the broader field of community.

 

Additionally, if you are looking to enhance your own skills in community management, Jive and The Community Roundtable have partnered to offer both internally- and externally-focused professionals training on community management fundamentals. This is a fantastic resource that provides short video tutorials combined with actionable worksheets  - you can access both courses here Jive User & Community Manager Training.

We've been working on new research at The Community Roundtable called The Social Executive, trying to get a better understanding of the range of executive perspectives, how they think about social technologies and how they engage personally. We launched this research initiative to help community and social business leaders better articulate the executive journey and identify what resources and experiences would best help executives progress at each stage.

 

Over the last three months I have had the pleasure of interviewing an incredibly diverse range of executives – heads of learning, HR, IT, marketing, as well as CEOs – and heard first hand about the opportunities and challenges they see for their business and how social approaches are contributing (or not) to that challenge.

One of the first areas we explored with executives was how they connected the use of social technologies in their organizations to business needs and opportunities. What we found were three primary drivers for adoption:

  1. The Need to Innovate
  2. Solving an Execution Challenge
  3. Fear of Falling Behind

We then asked about their personal journey, they ranged from very little use of social technologies to individuals who developed their usage as the technologies emerged. Here are three insights I found particularly interesting:

  • Some of the executives leading the most successful online communities had little interest in participating on public social networks like Facebook and Twitter.
  • There was virtually no shared sources of expertise on the social technology or social business trend. Learning about how to use these technologies and what they could do for organizations was extremely sporadic.
  • Innovation was happening in the most surprising places. Yes, there were some more expected places where innovation was found (see the UBM case study below), but some of the most interesting innovation was happening in places I had never been exposed to – in the government, manufacturing and agriculture sectors.

I'm really pleased to announce the first report in this research series, a case study of UBM's social business journey, with significant contribution from Ted Hopton - and I thought because UBM is a Jive customer, those of you here would be interested in this as well.

 

 


Additionally, we are about to embark on the 2013 State of Community Management research where we will be collecting data about community programs, community dynamics, community management and community performance. We are soliciting participation and you can find more info here: 2013 State of Community Management: Proving the Value of Community

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