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Chapter recruiting for retention
APRIL 2001, VOL 73, NO 4 MEMBERSHIP COMMITTEE
Chapter recruiting for retention
M
any people view recruitment and retention as separate entities and do not realize how closely the two concepts are related. AORN chapters work hard to attract new members through the front door but sometimes neglect to question who is watching the back door as members, who may feel neglected, leave. Retention, which is connected closely with recruitment, begins when the first contact with a potential member is made, even before he or she joins. In line with this, members recruited by other members have a higher retention rate than those recruited through direct mail. It is important, therefore, to determine which recruitment methods are most effective for a chapter, taking into consideration the chapter’s history, research, and membership.’ THE RECRUITMENT YEAR The fist year of membership is key to retention because firstyear members generally have the lowest retention rates of any membership category. Chapters should focus on gaining members who are interested and committed to the chapter, with the ultimate goal of recruiting members who will remain active for more than one year.z A carefully considered recruitment effort plays an important role in retaining active members for more than one year. Recruitment efforts should be
developed in a way that encourages members to stay. This involves I keeping promises, knowing what members value, and providing excellent customer service. These three concepts should be evaluated throughout the recruiting year-at the critical first month, at the first quarter, and at midyear. THE CRITICAL FIRST MONTH The most important aspect of retention is making effective contact with new members during the first month of membership. This involves making initial contact (eg, telephone calls, visits) with new members and having continued communication at regular intervals. New members often will have questions about how to take full advantage of their membership, so it is important to make sure the initial contact is positive and welcomes new members to the chapter. Chapters should send signed, personalized welcome letters as soon as possible. Keeping promises. At this point, chapters should be positioned to meet new members’ expectations. Retention suffers if chapters do not have recruitment plans that are realistic in the promises they make members. If a chapter promises to provide contact hours at every meeting, the chapter should provide this service. Although this sounds 825 AORN JOURNAL
easy, enthusiastic recruiters sometimes set chapters up for retention failure by making promises that cannot be kept. To avoid this, it is important to have consensus among chapter leaders about what services will be provided to new members and to communicate this information to all chapter members. FIRST-BUARTER REVIEW By the end of the first quarter, members are more familiar with their chapters and begin to feel more comfortable. Now is the time to encourage active participation. The more actively engaged new members are, the more likely they will recognize the chapter’s value. Following a carefully planned schedule of providing information to members that coincides with contact from designated committee members is a good way to ensure new members have the facts they need to make informed decisions about participation. It is important, however, that this information does not overwhelm new members. If there are numerous materials, consider sending them in several installments or providing a list of services and programs and including a request form for more information. Regardless of the schedule of contact, chapters should allow new members ample opportunity to ask questions and understand that the chapter is making every effort to respond to their needs.3
APRIL 2001, VOL 73, NO 4
Know what members value. Retention is a fundamental measure of how relevant chapters are to their members. If chapters do not offer what new members need and if there is no perceived value of belonging, members will leave. In the past, providing value meant making sure the right product at the right price got to the right customer. The idea of “right” was based on the needs and wants of customers. Although the importance of these concepts has not changed, members now expect individualized service that meets their expectations.4
THE MID-YEAR EVALUATION Whether new members renew their memberships is related directly to how well they are satisfied. Midyear is a perfect time to measure member satisfaction and remind members about the benefits of belonging to a chapter. Midyear communication can include a thank-you letter explaining how much their membership means to the chapter, rn report card describing the chapter’s accomplishments, and short “how are we doing” survey.
This communication encourages retention by asking members for their opinions, thus giving them a feeling of ownership in the chapter; explaining what members get
recruitment has a clearand definite end, retention is an ongoing
for their chapter dues; and creating opportunities for chapters to enhance their services based on survey result^.^ Customer service is key. Members expect good customer service in a chapter membership. Chapters should strive to provide the best customer service possible and ensure that members’ expectations for the year have been met. Overall, to retain
NOTES 1. A F Sukin, M P McDermott, Keeping Members: The Myths and Realities (Washington, DC: Foundation of the American Society of Association Executives,
1995). 2.Ibid.
members, chapters should continue consistent contact with new members, communicate the benefits of chapter membership, meet and exceed expectations, involve members whenever possible, rn strive to keep members satisfied, make sure new members have the appropriate information they need to contribute, and B choose useful programs and benefits that address common needs based on feedback from new members.
THE RESULT A positive experience in a member’s f i s t year can result in his or her renewal and lifelong membership. Although recruitment has a clear and definite end, retention is an ongoing process. Chapters should exist to respond to their members and to meet members’ needs. There is no better way to do this than to recruit for retention. JUDITH 1. CLAYTON RN, CNOR MEMBERSHIP COMMITTEE KENDRA KEENE CHAPTER RELATIONS COORDINATOR
3. Ibid. 4.Ibid. 5. M Hurlbut, “Increase your association’s retention rate,” American Society of Association Executives, http://www.asaenet.org/sections/membership (accessed 1 March 2001).
829 AORN JOURNAL
Chapter recruiting for retention
M
any people view recruitment and retention as separate entities and do not realize how closely the two concepts are related. AORN chapters work hard to attract new members through the front door but sometimes neglect to question who is watching the back door as members, who may feel neglected, leave. Retention, which is connected closely with recruitment, begins when the first contact with a potential member is made, even before he or she joins. In line with this, members recruited by other members have a higher retention rate than those recruited through direct mail. It is important, therefore, to determine which recruitment methods are most effective for a chapter, taking into consideration the chapter’s history, research, and membership.’ THE RECRUITMENT YEAR The fist year of membership is key to retention because firstyear members generally have the lowest retention rates of any membership category. Chapters should focus on gaining members who are interested and committed to the chapter, with the ultimate goal of recruiting members who will remain active for more than one year.z A carefully considered recruitment effort plays an important role in retaining active members for more than one year. Recruitment efforts should be
developed in a way that encourages members to stay. This involves I keeping promises, knowing what members value, and providing excellent customer service. These three concepts should be evaluated throughout the recruiting year-at the critical first month, at the first quarter, and at midyear. THE CRITICAL FIRST MONTH The most important aspect of retention is making effective contact with new members during the first month of membership. This involves making initial contact (eg, telephone calls, visits) with new members and having continued communication at regular intervals. New members often will have questions about how to take full advantage of their membership, so it is important to make sure the initial contact is positive and welcomes new members to the chapter. Chapters should send signed, personalized welcome letters as soon as possible. Keeping promises. At this point, chapters should be positioned to meet new members’ expectations. Retention suffers if chapters do not have recruitment plans that are realistic in the promises they make members. If a chapter promises to provide contact hours at every meeting, the chapter should provide this service. Although this sounds 825 AORN JOURNAL
easy, enthusiastic recruiters sometimes set chapters up for retention failure by making promises that cannot be kept. To avoid this, it is important to have consensus among chapter leaders about what services will be provided to new members and to communicate this information to all chapter members. FIRST-BUARTER REVIEW By the end of the first quarter, members are more familiar with their chapters and begin to feel more comfortable. Now is the time to encourage active participation. The more actively engaged new members are, the more likely they will recognize the chapter’s value. Following a carefully planned schedule of providing information to members that coincides with contact from designated committee members is a good way to ensure new members have the facts they need to make informed decisions about participation. It is important, however, that this information does not overwhelm new members. If there are numerous materials, consider sending them in several installments or providing a list of services and programs and including a request form for more information. Regardless of the schedule of contact, chapters should allow new members ample opportunity to ask questions and understand that the chapter is making every effort to respond to their needs.3
APRIL 2001, VOL 73, NO 4
Know what members value. Retention is a fundamental measure of how relevant chapters are to their members. If chapters do not offer what new members need and if there is no perceived value of belonging, members will leave. In the past, providing value meant making sure the right product at the right price got to the right customer. The idea of “right” was based on the needs and wants of customers. Although the importance of these concepts has not changed, members now expect individualized service that meets their expectations.4
THE MID-YEAR EVALUATION Whether new members renew their memberships is related directly to how well they are satisfied. Midyear is a perfect time to measure member satisfaction and remind members about the benefits of belonging to a chapter. Midyear communication can include a thank-you letter explaining how much their membership means to the chapter, rn report card describing the chapter’s accomplishments, and short “how are we doing” survey.
This communication encourages retention by asking members for their opinions, thus giving them a feeling of ownership in the chapter; explaining what members get
recruitment has a clearand definite end, retention is an ongoing
for their chapter dues; and creating opportunities for chapters to enhance their services based on survey result^.^ Customer service is key. Members expect good customer service in a chapter membership. Chapters should strive to provide the best customer service possible and ensure that members’ expectations for the year have been met. Overall, to retain
NOTES 1. A F Sukin, M P McDermott, Keeping Members: The Myths and Realities (Washington, DC: Foundation of the American Society of Association Executives,
1995). 2.Ibid.
members, chapters should continue consistent contact with new members, communicate the benefits of chapter membership, meet and exceed expectations, involve members whenever possible, rn strive to keep members satisfied, make sure new members have the appropriate information they need to contribute, and B choose useful programs and benefits that address common needs based on feedback from new members.
THE RESULT A positive experience in a member’s f i s t year can result in his or her renewal and lifelong membership. Although recruitment has a clear and definite end, retention is an ongoing process. Chapters should exist to respond to their members and to meet members’ needs. There is no better way to do this than to recruit for retention. JUDITH 1. CLAYTON RN, CNOR MEMBERSHIP COMMITTEE KENDRA KEENE CHAPTER RELATIONS COORDINATOR
3. Ibid. 4.Ibid. 5. M Hurlbut, “Increase your association’s retention rate,” American Society of Association Executives, http://www.asaenet.org/sections/membership (accessed 1 March 2001).
829 AORN JOURNAL