Benchmarking best practices
Bad | Ok | Good | World Class | |
| Communication | * A complete lack of communication, leaving users confused and unsure what is expected. * Ad-hoc communication via the main community platform. | * A private forum or area on the main community platform. * Regular unscheduled contact from the program manager. | * A dedicated real-time communication tool (e.g. Slack or Mobilize). * Regular scheduled email or on platform communication initiated by program manager. | * Scheduled monthly calls or Skypes with program manager. * Dedicated real-time communication tool (e.g. Slack or Mobilize). * Annual in person workshops. |
| External Program Documentation | – Casual or no formal documentation. * Documentation that is difficult to find. | * Documentation around expectations, incentives and a Code of Conduct readily available to members. | * Formal documentation around application processes, selection criteria, time commitments, expectations, incentives, Code of Conduct, and removal policy, available to members in a private forum. | * A central repository of publicly available documentation around application processes, selection criteria, time commitments, expectations, incentives, Code of Conduct, and removal policy. * Include revision dates. |
| Member Selection and Application Process | * No formal application or nomination process, making it difficult or awkward for potential members to join. * Ad-hoc selection based on personal relationships, with no documentation. | * Publicly documented application or nomination process. * A list of member traits or requirements. | * Publicly available nomination or application form. * Documented process including timeframes and a contact. | * Publicly documented application or nomination process. * Accessible form gathering all data required for future planning (including motivations for applying). * Timely and ongoing communication with applicants, regardless of outcome. * A publicly available description of the selection criteria, including any weighting algorithm (note: not always appropriate if gamification is a concern). |
| Onboarding | * An informal process and/or unreliable communication, leaving new members feeling unsupported and unsure about what tasks or responsibilities they are expected to perform. | * No formal process but clear and regular communication. Members need to take the initiative to ask questions and instigate action. | * A clear induction process including introductions to key staff members, other program members, communication channels and escalation processes. | * A personal call to understand goals and motivations. * A welcome pack including training material, style or voice guides, content templates, role descriptions, benchmarks, metrics, KPIs, learnings. * Introduction to a buddy or program mentor. * An introduction to the wider organisation with direct support channels where appropriate. * An early token of respect and appreciation (e.g. implementing feedback, swag). |
| Incentives | * Not delivering on promised incentives, resulting dissatisfaction and a breakdown of trust. | * No documented incentives, but an informal process of rewarding members e.g. running competitions for prizes. | * Clearly documented incentives which are tailored to the audience and delivered when promised. | * Incentives which support members to be better at what they want to do (e.g. training in relevant fields, collateral for self-marketing) * Incentives which are tailored to the individual member’s needs (e.g. personalised swag). |
| Structure and Roles | * An unclear definition of structure, hierarchy or roles, leaving members unsure about responsibilities or the chain of command. | * A documented hierarchy with differentiated responsibilities (e.g. an engagement specialist, someone tasked with responding to unanswered questions, product testers). | * A structure (either tiered or flat) of roles, taking into account the strengths and motivations of the individual members. * A clear job description for each role, outlining responsibilities, and expectations. | |
| Resources | * Some dedicated community resource. * A small budget for incentives. * Access to reporting resources. | * 50% of one community FTE while establishing the program. * 10-20% of one community FTE once the program is established. * A moderate budget ($100-500 per member annually) for incentives. * Access to reporting resources. * A private forum or similar communication platform. | * A dedicated member of the community team available at all times (in each geographic region if applicable). * A CRM to keep track of members, their abilities, interests, motivations, skills. * Financial resources for swag, dedicated software, events, gifts, travel. * Access to reporting and technical resources. | |
| Metrics | * No data collection pertaining to the program, resulting in the inability to communicate program efficacy and assign resource. | * Access to data which anecdotally or indirectly demonstrates the value of the program. | * Readily available data from the user platform and the ability to segment by user group. | * Pre-defined key metrics tied directly to the primary objective/s of the program. * Data pulled from external platforms to support efficacy, if appropriate. |
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