English subtitles for clip: File:Talent and Culture Department Highlights from the Wikimedia Foundation 2021-2022 Annual Plan.webm

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2021-2022 Annual Plan
Robyn Arville
Chief Talent and Culture Officer

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I am Robyn Arville. I'm the Chief Talent

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and Culture Officer

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of the Wikimedia Foundation.

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What's your favorite Wikipedia article?

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Left-handedness. There's a bit of

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nostalgia there because

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I met my husband and he's the first

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he's the first guy I dated that was

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left-handed like me.

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And then our daughter is also

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Left-handed. I didn't force her

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although I wouldn't know what to do with

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a right-handed child

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but yeah we we we looked it up all

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together like because we were having

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this family debate about whether it was

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biological you know get kind of like

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genetic predisposition to it

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and so it's always been my favorite

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because of that that moment.

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What does the Talent and Culture department do?

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We focus on our design and effectiveness

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and so ensuring our org structures focus

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on delivering impact. People are in the

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right roles,

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they're thriving in their roles – through

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training, through development,

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through career pathways. We help with

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workforce planning,

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all kinds of talent development, curated

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training,

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performance facilitation, compensation,

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and benefits.

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Essentially the entire employee life

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cycle from recruiting

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through even transitions. We are

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supporting

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a wonderful movement that cares

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about

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free knowledge. We we contribute to that

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by ensuring that the

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Foundation – the resources, the workforce

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that we have, the talent that we have –

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continue to support this thriving

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movement.

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I am so proud of this team

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and how we pivoted during a global

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pandemic.

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I cannot imagine the load of

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just emotionality, physical mental, that

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we had to do to pivot.

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At a time where organizations were just

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grappling with

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what to do in response to this pandemic

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and to various external crises.

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We have almost 600 employees across

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50 countries and in such a unique

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situation sometimes it's hard to know if

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we're making the right moves.

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And so we received some Wikilove, it's a

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form of recognition,

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about how much we were able to just show

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empathy and compassion and pivot from

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the kind of traditional "let's think

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about strategy

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talent strategy performance evaluation"

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to really thinking about how to support

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staff.

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At the same time this staff supports our

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thriving movement

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and we want to make sure that at a time

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where the

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world needs most Wikipedia

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this way of elevating dialogue, action,

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understanding, learning, we were able to

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have that

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core to the way we pivoted during this

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time.

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I continue to be impressed by the way

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the

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organization has developed a level of

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resilience

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in spite of just challenging ambiguity

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and

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most of the time uncertainty day

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to day.

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So the dynamic change and the ability

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for for this team to be resilient.

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What is new this year? So many exciting

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things.

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We have now prioritized what we call the

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Thriving Foundation.

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And core to our thriving foundation is

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our talent.

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Is all the what we call the backend

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support. Finance,

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Communications, Legal operations,

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and Talent and Culture. So as we continue

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to dive deeper

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in support of our mission and our

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thriving community our thriving movement

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we cannot achieve this without ensuring

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our internal talent

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our culture and our structure are able

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to support the impact that we hope to

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continue to attain.

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We have had a focus on technology

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on our product and we want to now also

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in equal stance through greater

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resources

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and greater support also focus on

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ensuring that the Foundation,

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the talent, supports and is elevated into

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our core strategic

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Imperatives.  So we are focusing on

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diversity equity and inclusion.

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We're going to have this fiscal year

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formalized goals

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and measurement of accountability and

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Progress. We want to continue to

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cultivate a workplace that celebrates

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all aspects of our employees as people,

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that reflects

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our global community as well. We have a

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fantastic Global Data and Insights team.

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We're going to have

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more dedicated approaches, tangible

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approaches to data

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and business metrics, that will allow us

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to make really impactful decisions.

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We're also going to provide numerous

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innovative approaches to learning and

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Development. We have

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over 100 people managers across the

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Foundation.

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We have staff in over 50 countries and

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we continue to grow

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our staff we have to ensure that we are

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ensuring the

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space for cultivating learning,

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development,

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pathways, and collaboration for our

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increasingly distributed teams.

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Majority of the work is on

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continuing to enhance the Talent and

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Culture team's capabilities,

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our efficiencies ,our service – in order to

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continue to establish a department as a

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trusted partner. So we want to continue

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to evolve

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our global compensation our global

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benefits practices.

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We want to continue to attract a diverse

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candidate pool

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with inclusive practices to represent

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all the regions that we aim to serve.

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Especially as we think about the

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emerging communities and emerging

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markets

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we want to make sure that we're able to

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have workforce that can

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support this. That we are

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able to operate

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in in these places and also be able to

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continue to

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ensure that we cultivate staff with that

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lens

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of growth of learning of innovation.