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Movement Strategy/Recommendations/Iteration 3/Invest in Skills Development/de

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This page is a translated version of the page Movement Strategy/Recommendations/Iteration 3/Invest in Skills Development and the translation is 33% complete.
Investition in Kompetenzentwicklung
Verbindung zu anderen Empfehlungen
Verbindung zu anderen Empfehlungen

his recommendation proposes the idea of prioritizing skill development throughout the Movement. It is supported by the ‘Manage Internal Knowledge’ recommendation.

Was?
Wir müssen in die Kompetenzentwicklung investieren, die alle unsere Gemeinschaften befähigt, gerecht zu wachsen, sich weiterzuentwickeln und sich kontinuierlich an zukünftige Herausforderungen anzupassen. Um uns in aller Welt gerecht zu entwickeln, müssen wir Fähigkeiten für mehr offline-fokussierte Aktivitäten unterstützen, zum Beispiel Vernetzungs- und Lobbyarbeit, Aufbau von Partnerschaften, Spendensammlung, Führung und Projektmanagement.[1]

Wir müssen sowohl in Einzelpersonen als auch in Partnerorganisationen investieren, um die unverzichtbaren technischen Kompetenzen, die für Beiträge erforderlich sind, sowie die sozialen Kompetenzen wie Kommunikation, Konfliktlösung und interkulturellen Dialog zu entwickeln, um die kulturelle Veränderung, die wir uns vorstellen, möglich zu machen. Dafür sind verschiedene Methoden erforderlich, unter anderem eine Plattform, die gerecht, transparent und kontextualisiert ist, sowie zuverlässiges verteiltes Wissen und zuverlässig verteilte Fachkenntnisse.

Warum?
Warum?

Currently, training and mentorship are generally inaccessible across the Wikimedia Movement. Our communities struggle to grow and thrive consistently. Newcomers face a steep learning curve and often get discouraged and leave, while seasoned Wikimedians are neither encouraged nor empowered to scale their contributions in the Movement. Stakeholders are frequently isolated, forced to reinvent the wheel instead of accessing, leveraging, and building upon existing capacities. When it does exist, skills development is unevenly distributed, with well-organized, well-resourced projects or groups having greater access to resources than others,[2] and barriers (linguistic, technological, cultural) preventing others from accessing training opportunities and materials.[3]

Because we are planning to build a more distributed organization intentionally, the Movement-wide skills imbalance may risk being amplified, unless investment for skill development and training is designed as a priority from the start. Developing the skills of our communities is a necessary prerequisite to achieving the strategic direction in 2030. We will not be able to reach other goals without them.

Wie?
Wie?

To equitably invest in skills development for both stakeholders and partner organizations, we recommend an approach based on several actions. We must start by reducing the need for skills development programs through more effectively leveraging the knowledge we already have. This will involve assessing and mapping current skills that are present as well as those that are needed to support the overall needs of the Movement. This can be done by creating more fluid user experiences and enabling easier access to existing information thanks to effective internal knowledge management.

We must build solid learning pathways for individuals and organizations, both online and offline. Online, we should create a coherent and fluid learning experience, preferably through a platform or network of material, offering a wide set of contextualized learning resources about both Wikimedia projects and Movement processes. This includes “learning packs”[4] oriented toward newcomers (individuals, affiliates, or partners), including welcome packs, growth plans, toolkits for them to enter and thrive in our Movement, and delivering skills recognition (eg. through open badges certification) to acknowledge the result of the efforts.

Offline, capacity building should be distributed at all levels (individual, local, regional, global), and include multiple formats (train-trainers programs, training, mentoring[5], coaching, workshops, clubs, camps,[6] conferences, and hackathons), creating a dense network of peer-support for both individuals and organizations to grow. This will require both local empowerment so that people can decide what is best for themselves, and global cooordination and evaluation, so that all stakeholders can learn from each other, continually improve, and be recognized for their expertise through a shared certification system.

For skills development to grow steadily and equitably, it will need solid investment in terms of resources and staff, with a focus on under- and unrepresented communities.[7] We propose support by a dedicated unit, or a coordinated effort from Movement entities’ staff members to work together tightly, keeping subsidiarity in mind as a principle.

Erwartete Ergebnisse
  • Erstellung einer benutzungsfreundlichen mehrsprachigen Multiformat-Plattform, um Schulungsmaterialien anzubieten und eigenständiges und selbstgesteuertes Lernen, Lernen mit Gleichgesinnten, Mentoring und Netzwerken zu ermöglichen.[8]
  • Entwicklung von Lernpaketen für Einzelpersonen und Organisationen, die zu unserer Bewegung stoßen, um Kompetenz- und Wissensentwicklung in all unsere Praktiken zu integrieren.[9]
  • Zuteilung erheblicher Personal- und Finanzressourcen für die Kompetenzentwicklung zur Kontextualisierung der Unterstützung mit speziellen, koordinierten, globalen und lokalen Mitarbeitenden- und Partnerschaftsprogrammen.[10]
  • Entwicklung eines Systems der Kompetenzbewertung, Dokumentation verfügbarer und fehlender Kompetenzen und Bereitstellung offizieller Anerkennung von Kompetenzen (beispielsweise mit Zertifikaten).[11]
Nachweise
Nachweise
  1. Capacity Building R3: Capacity Building Should Occur in Context
  2. Community Health R5: Investing in building an inclusive global community
  3. Cycle 1 Report, Cycle 2 Final Summary
  4. Community Health R6: Newcomers are a key indicator to the success of the Movement, Capacity Building R4: Provide Capacity Building for Organizational Development
  5. Community Survey Analysis: Diversity, Q1,“mentoring both within and external (expertise based mentoring) to wiki for editors”.
  6. Macedonia Strategy Salon, 2019.
  7. Resource Allocation RC: Recognize privileges / Design for equity, Roles & Responsibilities R7: Capacity building, Community Health R4: Structure for handling conflicts- before, during and after
  8. Capacity Building R1: Building Capacity for Capacity Building, Capacity Building R7: Online Training, Advocacy R4: Knowledge management, Roles & Responsibilities R7: Capacity building, Roles & Responsibilities: Scenario (Hybrid), Diversity R4: Planned community diversification
  9. Community Health R6: Newcomers are a key indicator to the success of the Movement, Capacity Building R4: Provide Capacity Building for Organizational Development
  10. Capacity Building R4: Provide Capacity Building for Organizational Development, Partnerships R10: Support the skills development of people working on partnerships
  11. Capacity Building R2: Matching human assets and online knowledge resources, Capacity Building R9: Recognizing and Supporting Individuals, Community Health R5: Investing in building an inclusive global community