Membership Retention

Guide
Membership Retention

Like the rest of society, your members are busy, mobile people. They are not prepared to make long commitments to unidentified tasks or to any organization. They know what free time they have and will make themselves available only for specific tasks involving clear-cut periods of time.

The proliferation of volunteer organizations of every kind has made greater demands upon individual organizations to look after their members. Organizations must provide the opportunity to satisfy the objectives and aspirations which prompted members to join in the first place.

As soon as the organization loses its relevance to members, they may, even reluctantly, search elsewhere in the ranks of voluntary organizations to find the satisfaction they seek.

RESPONSIBILITIES

1. The only way the chapter can satisfy the needs and aspirations of its members is to know as much as possible about each one of them. Therefore, it is of vital importance that each chapter maintains a comprehensive, updated system of member records.

2. Because membership is the foremost reason why a chapter continues to exist, a qualified chapter officer should be charged with the responsibility addressing the needs of chapter members.

3. Orientation must be an ongoing process that is tailored to the needs of the new, the not-so- new and the experienced member. So, it is important to hold sessions for every type of member to maintain enthusiasm for membership in the chapter.

4. Supervision is of paramount importance to the member in a voluntary organization. It is difficult for members to be self-motivating for the full term of their chapter membership! Supervision requires planning, skill and caring, and involves

(a) Recognition of accomplishments,
(b) Identification of areas of improvement, and
(c) Supportive work on improvement areas.

5. Ensure that every member has a personal progress plan, and arrange to have a chapter officer responsible for discussing this plan with each member from time to time.

6. Know the basic factors that cause an individual to leave the chapter, and make a list of reasons that are specific to your particular chapter. Some basic reasons for leaving might include

(a) The member simply outgrows the organization,
(b) The chapter program offers little interest to the member,
(c) There is a lack of involvement,
(d) Disillusionment,
(e) The "older" set withdraws in favor of "new blood", and
(f) The group he or she joined with has scattered.

Some specific problems for your chapter might include

(a) Transfers to other parts of the country,
(b) Increased competition from other local organizations,
(c) Leadership problems, and
(d) New job responsibilities.

Once you have identified the problems, prepare effective remedies and get in there quickly to retain the members before it is too late.

7. It is important for the entire membership to participate in a periodic evaluation of purpose and objectives. This will help the chapter to assess the needs for programs in each of the four Areas of Opportunity.

Sometimes the interests of the members or the needs of the community may force the chapter to concentrate more efforts in one particular Area of Opportunity.

8. Avoid the danger of trying to be all things to all people. With so many different voluntary organizations established in the community, it is better to be more specific in your objectives; otherwise you may cause dissention by trying to cater to every individual need. The secret is, again, to have a balanced program of activities in the four Areas of Opportunity that will give satisfaction to the widest possible range of member interest.

9. It is a weakness in many chapters that the membership is not made aware of the history, philosophy, and achievements as well as the potential of the Junior Chamber organization.

Gather plenty of literature for members to read. Invite past members to tell current members about the growth and past achievements of the organization. On their visits, national and international officers should give members an update on activities at various levels of Junior Chamber. Make sure members visit the national organization’s and JCI’s websites.

RECOMMENDATIONS

1. Have a Board membership evaluation meeting and discuss the membership situation, personal aspirations, the purposes and objectives of the chapter, how to recover non-participating members, and general topics that relate to the future management of an effective chapter. Publish results or otherwise make them known, and act upon them.

2. Initiate a thorough check of membership records in the chapter and, by use of a questionnaire or personal interview, update membership files.

3. Establish a Personal Development Commission responsible for training programs for the members.

4. Check that your chapter has many visible signs of membership participation and accomplishment, such as wall charts, awards and recognition, and magazine reports.

5. Compile a comprehensive list of avenues for exploration by members of every vintage and classification that fall within the set objectives and programs of the chapter. For the new member, there is The New Members Orientation Program, basic training programs – such as the One-Hour Seminars – and small projects. For the more experienced member, there are individual development programs, bigger projects, and chapter leadership opportunities. For very experienced members, there are regional, national and JCI leadership opportunities; catalytic community projects; and advanced individual development seminars. For special members who display certain skills at the very highest level, the chapter should provide some opportunity that is both advantageous to the chapter and the member, e.g., preparation for public office.

SUMMARY

Like good leaders, good members are made, not born. The chapter must go beyond the principle of survival, because there will always be prospective members. What is needed is to establish a series of safeguards against program stagnation, friction among members, uncertainty over objectives, indifference in the leadership, breakdowns in communications, and a lack of strategic planning.

It is a well-documented fact that in every voluntary organization the best results are still achieved by the faithful few. Despite this reality, it should be the ambition of the chapter leadership to accept the constant challenge of transforming the "faithful few" into the "faithful majority."