Employees are Wikimedians too

Wikimedia thrives because of its volunteers – but what about its employees? This article explores the vital yet often overlooked role of staff in sustaining the Movement, challenging misconceptions, and advocating for fair recognition.

I joined the Wikimedia Movement in November 2022 as an employee of one of its affiliate organizations. Before that, I was not an editor, but I actively supported free knowledge initiatives worldwide. During the recruitment process, I realized that my values aligned with the Movement. I was told then – and I still believe – that anyone, regardless of their editing history, can be part of the Wikimedia Movement if they contribute to its growth.

Working at Wikimedia felt like entering an inclusive and diverse space where everyone had a role in shaping the future. My formal employment ended in November 2024, closing an intense and fulfilling two-year chapter. However, I remain an active Wikimedian because the Movement’s values are deeply important to me.

During my time as an employee, I had little time to edit. My role mainly involved managing a team and ensuring volunteers had the resources they needed to succeed. Despite this, I always felt like an essential part of the Wikimedia community. However, I occasionally encountered the belief that employees are not “real” Wikimedians because they do not contribute through direct edits. Some view employees as mere “costs” rather than valuable stakeholders. This perspective is not only incorrect but also harmful to the future of the Movement.

Let’s explore some less obvious tasks carried out by employees – ones that sometimes spark debate within the community. Their effects are often intangible but just as important in the long run.

Speaking at industry conferences 

Some might ask: why do employees attend conferences? Isn’t this a waste of Wikimedia’s money? The answer is no. Many people know about Wikipedia, but few understand how it works or how to support it. Speaking at conferences helps raise awareness, change misconceptions (many people have the wrong idea about Wikipedia), and build connections. These connections can lead to new collaborations, such as themed editing events with experts.  

To do this effectively, employees need skills like:  

Time for training 

Believe it or not, training budgets are not always guaranteed in Wikimedia. And even when there is a budget, training is sometimes seen as a waste of employees’ time and the affiliate’s resources. But training is essential – not just for employees but also for board members and others. Employees don’t start their jobs knowing everything. They need training in their field (e.g., accounting, communication, software) and in Wikimedia projects.  

Learning should be part of working hours. Sometimes it’s online, and sometimes – if it’s worth it – it requires travel. Since Wikimedia is all about knowledge, training should be a priority. In many countries, employers are required to provide it.  

Projects to build awareness  

Employees often support the community in real-time. This includes things like:  

But there’s also a bigger goal: raising awareness about Wikimedia itself. This isn’t just about conferences – it’s long-term work, sometimes planned over years. A great example is working with schools and teachers. Wikimedia representatives can:  

These efforts take time to show results, but over a decade, they can make a huge difference. More people will understand and support Wikimedia. Boards and decision-makers should back these projects and explain to the community why they matter.  

Editing is a right, not a privilege  

Being part of the Wikimedia Movement comes with a unique challenge. We always emphasize that anyone – literally anyone – can edit. That includes employees too.  

However, I understand that finding time to edit outside of work can be difficult. Wikimedia jobs are demanding, especially for those who adjust their schedules to support volunteers, often working evenings and weekends. Despite this, employees who choose to edit in their free time should have the freedom to do so without restrictions. There are ways to clearly separate employee and private activities in this area.

Fair wages for a sustainable Movement

A common but misguided narrative suggests that because Wikimedia is a mission-driven NGO, employees should accept low wages. However, fair compensation is essential to retain skilled professionals who can support the Movement effectively. The world recognizes that workers should be paid based on their skills and contributions, not just the sector they work in. Employees must earn enough to support themselves and their families. Underpaying them is short-sighted and jeopardizes the Movement’s sustainability.

Employees as Partners

As the Wikimedia Movement grows and professionalizes, employees play an increasingly vital role. If they are not treated as partners, the long-term success of the Movement is at risk. To support this, I propose two actions:

1. Explicitly recognizing “employees” as important Wikimedia stakeholders in strategic documents. We could start by adding the word “employee” to this list: Wikimedia stakeholders – Strategic Planning
2. Developing a Wikimedia Employees’ Bill of Rights to establish fair and clear expectations for staff involvement.

Wikimedia Employees’ Bill of Rights – draft

1. Recognition as stakeholders – Wikimedia employees, whether working for affiliates or the Wikimedia Foundation, are an integral part of the Movement. Their contributions, though often behind the scenes, are crucial to sustaining and advancing the mission.
2. Right to identify as Wikimedians – Employees have the right to call themselves Wikimedians, regardless of their editing activity, as long as they work towards the Movement’s development and sustainability.
3. Equal participation in the Movement – Employees should have opportunities to engage in community discussions, contribute ideas, and take part in Wikimedia governance without bias or exclusion.
4. Freedom to edit – Employees retain the right to edit Wikimedia projects in their personal capacity, free from undue restrictions, provided they adhere to conflict-of-interest policies.
5. Access to training and development – Employees must have access to training programs that enhance their Wikimedia-related skills, including knowledge about Wikimedia projects, leadership, and operational expertise.
6. Fair compensation and job security – Employees should receive fair wages, reasonable job security, and benefits in accordance with industry standards and local labor laws, ensuring their ability to focus on Wikimedia’s mission.
7. Respect and inclusion – Employees should be treated with the same respect and inclusivity as volunteers, with an emphasis on fostering collaboration rather than division between staff and the community.
8. Transparency and accountability – Employees should operate under clear policies that balance organizational accountability with personal autonomy, ensuring a culture of trust and open communication.
9. Support for advocacy and outreach – Employees have the right to advocate for Wikimedia’s mission, attend industry events, and engage in outreach efforts to broaden the Movement’s impact.
10. Protection from harassment and discrimination – Employees must be safeguarded from harassment, discrimination, and unfair treatment within the Wikimedia ecosystem, ensuring a safe and productive work environment.

Now, let’s appreciate the beauty of being part of the Wikimedia Movement. Whether you’re an editor, an employee, or another stakeholder, you matter equally. To me – and, I hope, to all Wikimedians.

Natalia Ćwik*

*opinions expressed are solely my own and do not express the views or opinions of the entities I cooperate with.