The Community Management competency of the Community Maturity Model™ involves everything that ensures communities are productive. While community managers come from all walks of life and approach their role differently, they have the same goal: Build healthy, engaged communities where members learn from one another and collaborate on ideas, issues, or challenges.
After seeing a dip in the size of community management teams in 2021, they’re growing dramatically in 2022! This can likely be attributed to organizations in 2021 dealing with the uncertainty of COVID-19 and increased mobility. 2022’s increase is an effort to rebalance. There will likely be a modest rise in the coming year as community teams continue to grow with their programs.
With this growth, defining community roles is critical.
Linking community programs to operations should top every community team’s to-do list. While defining community roles and responsibilities — and getting them approved by human resources — is critical when developing community programs, 65% of respondents indicated they don’t have defined and HR-approved community roles. This is a huge gap to be addressed as an industry and individually by community teams.
In 2014, we documented the skills necessary for community building, which resulted in the Community Skills Framework™. Built around five skill “families” — each with ten unique skills — and providing a comprehensive look at the role, the Community Skills Framework™ is perfect for anyone who works in the community space and wants to understand the depth and breadth of skills needed on their team.
Recommendation: Definitions are your friend.
Develop defined roles and responsibilities for your community team and review with HR for alignment. Use the Community, Careers, and Compensation research to jump-start this effort.