5 Ways to Revamp Your Membership Committee
Every association is unique—that old saying is true and you can really see it in membership committees. Some associations can’t live without theirs, some got rid of theirs years ago, and some wonder what to do with their membership committee.
If you’ve had an uneasy feeling about your membership committee, you are not alone. After reading this post, you can decide if your membership committee members are spending their time and talent in the best way and, if not, you can propose some changes.
Challenges with the Traditional Membership Committee
A membership committee’s purpose or charge usually depends on the size of the association and where membership begins—the local or national level. At the national level, membership committees usually provide the board and staff advice on membership recruitment and retention strategies, and member/market needs—a valid purpose for a membership committee. However, you don’t want to rely solely on their opinions, especially if they’re longtime volunteers. Their assumptions and perspectives may not represent the reality for different segments of your membership and market.
At the state and local level, membership committee members are often relied upon to recruit members, help onboard new members, and follow up with lapsed members. These tasks are sometimes the responsibility of national membership committees too. But these responsibilities require a lot of time from volunteers with full-time jobs. The work doesn’t always get done. The committee suffers from the burn-‘em-and-churn-‘em syndrome so you’re always desperate for new committee members.
5 Ways to Revamp Your Membership Committee
To create volunteering opportunities that provide value to both your association and its members, you might have to tweak the roles and responsibilities of membership committee members or create an entirely new volunteer group.
Whichever approach you take starts with the board developing a purpose statement, scope, or charge that describes the expected outcomes for the group. What does the board want this group to do? How can this group help the board achieve its strategic goals?
A clear job description is essential so members know what to expect and what the board expects. For example, “On average, four phone calls or Zoom meetings with members/prospects per month.” Describe the benefits for committee members and volunteers, for example, any training or leadership development, social/networking, and skills acquisition/practice opportunities.
With the purpose and job description out of the way, now what can you do with your membership committee?
#1: Retire the committee; establish advisory groups instead.
Many associations have eliminated their membership committee. Instead, they call in an advisory group, work group, or task force for a limited term (perhaps six months, not one or two years) and for a specific purpose or charge from the board. For example, the board asks for volunteers from different membership segments to serve on a task force on membership categories/types. This group evaluates existing categories, assists staff with research, and recommends changes to the board.
#2: Change the committee’s role from recruiters to advisors.
Instead of relying on member recruiters, the association generates and nurtures membership prospects through digital advertising, email marketing, and content marketing—in addition to member referrals. This approach frees up committee members to advise the board and staff on membership recruitment, onboarding, engagement, and retention strategies; membership categories/types; and the membership value proposition.
The committee’s advice should be supplemented by market research and wider sampling. The membership committee should always include members from all market segments or it should have the ability to tap into these segments with people outside the committee.
#3: Reassign committee work to other committees.
Many associations have retired their membership committee. Its former advisory role in recruitment and retention lives elsewhere. For example, committees and groups overseeing specific market segments advise on membership issues, including:
- Young professionals
- Students and recent graduates
- Diversity and inclusion
- Component relations
- Programmatic committees, like professional development
#4: Recruit microvolunteers to help with traditional committee work.
Many members aren’t comfortable signing up for committee service because they’re guarding their time. They don’t want to commit themselves to a regular volunteer responsibility. Unfortunately, they miss out on the benefits of volunteering unless the association provides other volunteer opportunities to get to know fellow members, practice new skills, stretch their comfort zone, and contribute to their professional community.
The solution is clear: microvolunteering. Microvolunteering is ad hoc, low time commitment volunteering. Microvolunteers serving as membership ambassadors could spend a few hours a month on one of these tasks:
- Contact new members during onboarding.
- Check in on first-year members.
- Advise members on how to achieve their membership goals.
- Match new members up with veteran members by career stage, job, or specialty.
- Greet and talk with people at new member events, such as virtual meetups, conference receptions/breakfasts, or orientations.
- Contact at-risk members before it’s too late.
- Call lapsed members.
Don’t overlook supplier members in these roles. Although members might prefer to hear from peers, the best results come from members who are knowledgeable about your association’s programs, content, and opportunities. Supplier members can excel in the ambassador role and enjoy a different identity as an advisor instead of a salesperson.
#5: Partner with chapters or affiliates.
If membership begins at the chapter or local level, a membership advisory group made up of chapter/affiliate membership staff or chairs can coordinate chapter efforts with HQ efforts. They can share success stories among themselves and help staff determine where HQ’s resources should be allocated, for example, training programs and/or marketing materials.
Remember What Motivates Members to Volunteer
Members may only be interested in a brief volunteer engagement: they want to make a difference and then take a break. If you don’t burn them out, they’ll be happy to help again in the future.
Some may want to stay in their comfort zone. They rather not call members, but they’re okay sending emails. Oblige them. Some may want to meet other volunteers online or in real life. Find ways to arrange that if volunteer work is a solo operation, for example, VIP events for volunteers—even microvolunteers.
Most importantly, make sure your volunteers—the ones who serve on committees and the ones who do ad hoc, microvolunteering tasks—feel appreciated and accomplished because they understand how their contribution helps your association meet its goals.
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