Michigan State University Extension
Boardsmanship - 12240001
06/05/00
Who Needs More Members? Recruitment, Obligations, Types of Membership
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Extension Bulletin E-1224 August 1978
(Fil. 9) Text in PDF version.
Prepared by Maxine Ferris. Specialist in Staff Development
and Training
"Where can we find more chairs?"
"Is there a bigger room where we can meet?"
I've run out of membership cards."
"We are going to have to limit membership."
Wouldn't it be nice to be plagued by such problems? The
membership picture for most organizations is not that rosy.
Many groups are experiencing drops in membership or are
being confronted with long lists of "inactives." Attracting
"new blood" isn't easy.
Changing life styles account for some of the drops in
organizational participation, but the failure of
organizations to develop up-to-date, dynamic procedures for
recruitment, new-member orientation and involvement must
also be blamed for unsatisfactory membership management.
Realistic membership strategies and options can help you
turn around your membership slide. You can recruit members
and keep them.
Bylaw Bottle Neck
The bylaws of most organizations spell out procedures for
admitting members, but say little or nothing about
recruitment, member obligations and dismissal of members.
Some bylaws provide for different types of membership. Few
organizations review their membership policies on any
regular basis or modify the membership bylaws.
Membership bylaws often need modification to describe
actual practice and reflect future possibilities.
Groups need to know their membership needs in terms of
numbers and what is wanted/expected from them. Questions
groups need to ask are:
1. Is there an ideal number of members for this group or
organization? Where do we stand in relation to ideal size?
2. What do we want/need members to do?
3. Do we need a particular type of member? Age? Background,
skills, etc. ?
4. To what extent do we fully "use" the members we now
have?
5. What are our strengths and difficulties in attracting
and holding members?
Use Member "Smarts"
Members who have worked on recruitment or membership drives
can be of tremendous help to leaders who want to review and
modify the bylaws. Don't overlook their expertise. Ask
them: "To what extent have membership procedures been
modified in recent years? How do you feel about existing
procedures? How can we improve the system?"
Recruitment Options
A group can: advertise, nominate, seek to attract newcomers
to the community via tie-in with newcomer groups, involve
prospective members in projects and activities and work
toward membership as a spin-off, make use of a "bring a
friend" program, canvass via telephone, claim all who
belong to a parent organization.
There is no one right way to recruit, but once your group
knows what its membership needs are and why, you can
develop plans for getting the job done. Some groups like to
recruit only once a year; others prefer sign-up throughout
the year. Either can be effective.
Attracting members requires salesmanship. Why should anyone
want to join? Why join at this particular time? What's in
it for me? These are vital questions that groups must face
if they are to do an effective selling job to prospective
members. While being identified as a League of Women Voter
member, member of the Junior League, Rotarian, Jaycee,
Study Club member is valued by some persons, membership
identification no longer carries the social impact it once
did.
With time a prime resource for most people, the worth of an
organization or the caliber of its program are far more
powerful membership inducers than guilt or praise by
association. Organizations that enjoy high credibility
rarely have recruitment problems. Those with visible,
viable programs need few campaigns to attract members-or
keep them active.
Recruit the Right People
At times, groups are unrealistic in their membership
expectations and put too much emphasis on trying to attract
persons who are out of reach. Groups wishing to upgrade
their membership rosters might do well to consider training
programs or leadership development opportunities in their
programs. Young people and old who are looking for self-
improvement options gravitate to groups that satisfy this
need; such persons are often excellent members in spite of
their inexperience.
Drive Guidelines
If a membership drive is selected as the best way to gain
new members, following these guidelines can be helpful:
1. Limit the drive to no more than three weeks.
2. Stage the drive at the most appropriate time of year-
when potential joiners are "most free;" when most newcomers
in the community will have arrived; in time for the year's
activities.
3. Plan adequately to carry out the drive and provide
adequate publicity-before, after, and during.
4. Prepare accurate information for potential joiners-what
the group is, does, when it meets, what is
expected/required of members, etc.
5. Provide appropriate activities or special events so that
prospective members can get to know the active members; BE
YOURSELF-avoid activities that suggest the group is
something that it is not.
6. Arrange for transportation and/or baby-sitting if
needed.
7. Escort prospective members or at least meet them upon
arrival-at special recruitment programs.
8. Provide for immediate follow-up to the recruitment
program-a phone call may be most appropriate.
9. Provide a reasonable "escape hatch" for those who may
wish to exercise the "right of refusal."
10. Develop a record-keeping system so that the same
persons are not bothered repeatedly and that " likelies"
are kept on tap for the next time around; keep track oś why
people say "no."
11. Evaluate the process and pass along in writing the
success/failure report so that next year's committee may
profit from this year's experience.
Nurture New Members
Once new members have joined, involve them immediately.
Interest and skill inventories are a useful tool for all
organizations to assign meaningful "work" to all members.
Try to provide escort service to meetings for new members,
and have new members wear special name tags. Meeting
reminder phone calls can be used with positive results.
Some groups give special recognition to new members at the
annual meeting or other important occasion. A number of
healthy groups try to nominate one or two members to
leadership positions during the members' second year in the
organization.
Don't allow new members to become disillusioned. Groups
cannot afford misrepresenting themselves. Don't deceive
prospective members about what you are, what you expect
from members, or what you will do for new members.
Evaluate your actual membership needs. Don't think of
"good" as "big" when "smaller" might result in "better."
What was the ideal size for a group some years ago may not
be ideal today. Equating the "health" of an organization by
the length of the membership roster is foolhardy. It
encourages groups to "pad" their lists, allows "deadwood"
to remain on the lists, and results in higher assessments
to parent or affiliate organizations.
Update Membership
Groups, like farmers, need to "cull" their "herds." If the
bylaws do not state ways for removing members, the officers
should set down reasonable procedures for removal and
proceed accordingly. Another option is to establish several
categories of membership. The latter procedure usually
requires bylaws change.
Many people find it difficult to leave the membership of an
organization. They are less hesitant, however, to become
inactive or uninvolved. Membership need not be continuing
and automatic after the initial commitment. Obligations and
responsibilities should be set forth for those who call
themselves "members."
Giving members a renewal option every year or two can
provide an acceptable "out" for those who are not happy
members or who feel the group has outlived its usefulness.
It takes real "guts" to say, "I don't want to be a member
any longer." If renewal is an accepted practice, making
that choice will be easier. After all, no group really
needs or wants members who do not want it.
Spelling out membership obligations should not be
difficult. They should be simply stated and well
publicized. They should cover such areas as: attendance
requirements, dues, service, or participation. More and
more groups are finding that members pay their dues but are
lax about attending meetings and/or participating on
committees. Many groups have difficulty attracting enough
members at meetings to do business legally; possibly quorum
requirements need revision. Some churches ask for time and
talent pledges as well as dollar commitments; other
organizations might consider this also.
Establishing associate or inactive membership categories
depends upon the group and its member situation. An
"inactive" category may be in order if the roster contains
a great many senior citizens who cannot afford regular dues
and/or are unable to be active. And people who are
supportive of the organization but who are not active may
welcome an "associate" category of membership. Such
affiliations could provide additional revenue and supply
"name members" whose contribution might be in different
directions than usually expected-contacts for fund raising,
sources of free services, supplies, etc.
If you establish different membership classes, be sure to
set down all "rights and privileges" in writing and make
them available to all members of all categories. Failure to
do this can lead to misunderstanding and embarrassment.
Also, spell out how members may transfer from one category
to the other and how they may be dropped and reinstated.
It is hard to persuade persons to retain membership in an
organization once they have decided to leave. It rarely
pays off.
Use Your Head
Knowing your membership and their interests and motivations
can be most helpful. A member hinting at leaving may only
be asking to be recognized, appreciated, needed, used. The
wise leader is perceptive and makes the right assessment:
"Please reconsider; we need you," or "Many thanks for your
fine participation; I know some other group will benefit
from your enthusiasm and expertise."
Let's face it, a bit of common sense helps.
Cooperative Extension Service Programs are open to all
without regard to race, color, or national origin. Issued
in furtherance of cooperative extension work in agriculture
and home economics, acts of May 8, and June 30. 1914. in
cooperation with the U.S. Department of Agriculture. Gordon
E. Guyer, Director, Cooperative Extension Service. Michigan
State University, E. Lansing, M148824.
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