Egwyddor 5

Sgiliau

Dylai elusennau geisio sicrhau bod yna sgiliau digidol ym mhob lefel yn y mudiad. Mae llwyddiant digidol yn ddibynnol iawn ar hyder, cymhelliant ac agwedd y bobl sy’n rhedeg elusennau ac yn gweithio ac yn gwirfoddoli ynddyn nhw.

Mae sgiliau technegol a sgiliau meddal, megis cwestiynu, darbwyllo a dylanwadu, yr un mor bwysig.

Lawrlwytho egwyddorion y Cod (PDF)

3 gweithred gyflym ar gyfer elusennau

Gwiriwch y disgrifiadau swydd ar gyfer eich staff – ydyn nhw’n cynnwys sgiliau digidol fel rhan o fanyleb y person?
Dysgwch gan y brodorion digidol yn eich tîm - gofynnwch iddyn nhw am awgrymiadau ar gyfer rheoli eich ffrwd newyddion, er enghraifft drwy ddefnyddio TweetDeck
Adolygwch sgiliau eich tîm i asesu a oes bylchau mewn hyfforddiant yn eich tîm/neu a oes angen i chi recriwtio aelod newydd o’r tîm i roi elfennau digidol eich strategaeth ar waith

Darllen yr egwyddor

Arfer gorau ar gyfer elusennau

Mae elusennau angen gweledigaeth glir, pwrpas ac eglurder o ran sut maen nhw’n defnyddio technoleg ddigidol. Gallwch ddefnyddio’r canllawiau ymarfer gorau hyn fel rhestr wirio i fesur sut mae eich sefydliad yn dod yn ei flaen yn strategol.

Rydym wedi amlinellu’r arferion gorau yn seiliedig ar faint eich elusen. Rydym yn diffinio elusennau bach fel y rheini sydd ag incwm blynyddol o £1 miliwn neu lai, ac elusennau mwy fel y rheini sy’n cynhyrchu incwm sydd dros £1 miliwn y flwyddyn.

Elusennau Bach

Overall success looks like:

Leaders will have an understanding of the digital skills of their teams. Gaps will be identified and a plan to close them should be in place, with the aim of helping the charity achieve its objectives and attracting, developing and retaining people with good levels of digital skills.

Understanding their skills

Charities should understand and be able to state with confidence the digital abilities of staff, volunteers and trustees (e.g. "our staff are proficient with managing data") whilst understanding where the gaps are and how to support their team in closing them, whether through mentoring, training or other ways of learning.

Recruitment

Charities may need to think creatively about how they attract staff or volunteers with digital skills (e.g. by developing partnerships with local technology companies).

Skills development

Digital skills should be developed in line with benefits for the charity such as increased impact, understanding beneficiaries’ needs, staff motivation, increasing productivity and efficiency (e.g. using online tools to edit a shared document easily). Where specialist digital staff or trustees are recruited, charity leaders should be clear on the purpose of the appointment and how this can be supported by the rest of the organisation.

Skills sharing

Charities should also consider opportunities to maximise digital skills sharing within organisations (e.g. through reverse mentoring or informal coaching).
Charities could also consider creative approaches to sharing skills. For example, where they have identified a need for specialist digital skills they could ask a tech company for volunteers or other forms of pro bono advice.

Elusennau Mawr

Overall success looks like:

Skills audit

Where they have capacity to do so, charities should measure and map the digital skills they have amongst their staff, volunteers and trustees, identifying any gaps and what knowledge, experience and resources are required to close them. Ideally, this could include both qualitative and quantitative data, such as interviews and gathering statistics (e.g. staff confidence with channels) through a survey. It may also include real time data analysis where appropriate.
The audit should include technical skills (for example, an understanding of digital fundraising, computing principles and analytics) as well as soft skills that assist digital progress, such as persuading and influencing, coaching and mentoring.

Recruitment

Charities may need to think creatively about how they attract staff or volunteers with digital skills (e.g. by developing partnerships with organisations who can source digital volunteers, technology companies or universities).

Skills development

Staff, volunteers and trustees should aim to grow their digital skills as part of continuous learning, regularly evaluating progress and broadening their knowledge. This learning could be undertaken in a number of formal and informal ways, including face-to-face training, mentoring, online courses, advice from colleagues and learning by doing, such as trying new digital tools.
Charities should consider how digital skills development can contribute to the confidence, motivation and satisfaction of staff, volunteers and trustees, investing in mindset as well as skillset.
Digital skills should be developed in line with benefits for the charity, such as increased impact, understanding beneficiaries’ needs, staff motivation, increasing productivity and efficiency as well as agility.
Where staff, trustees and volunteers have high levels of digital skills, they should be stretched and challenged further, e.g. by involving them in developing innovative digital projects.
Where specialist digital staff or trustees are recruited, charity leaders should be clear on the purpose of the appointment and how this can be supported by the rest of the organisation.

Skills sharing

Staff, trustees and volunteers with strong digital skills should share learnings and insights with colleagues and other charities.
Charities should also consider opportunities to maximise digital skills sharing within organisations (e.g. through reverse mentoring or informal coaching).
Charities could also consider creative approaches to sharing skills. For example, where they have identified a need for specialist digital skills they could ask a tech company for volunteers or other forms of pro bono advice.