One of the strengths of many associations and membership organisations is also often one of their biggest recruitment challenges – small teams.
In many associations, roles are broad by necessity. One person might be responsible for events, communications, member engagement, administration, sponsorship coordination, and keeping a dozen moving pieces progressing at once. Teams are lean, resources can be limited, and everyone tends to wear multiple hats.
The challenge is that when recruiting, there can sometimes be a temptation to look for someone who can do everything – the "unicorn” – someone who has all the technical skills, association experience, events experience, communications capability, financial knowledge, digital skills, stakeholder management expertise, and who can hit the ground running immediately.
The reality is that very few people tick every box. In my experience, some highly capable candidates – particularly women – will rule themselves out early if they don’t feel they meet every requirement listed in a position description. Sometimes, the strongest appointments come from being prepared to think a little differently about the role and the strengths they genuinely need.
So, what should organisations focus on instead?
1. Focus on what is truly essential
When developing a position description or advertisement, start by asking:
- What does this person absolutely need to be able to do on day one?
- What can be learned over time?
- Which skills are genuinely critical, and which are simply nice to have?
- What outcomes do we need this person to deliver?
It can be easy for responsibilities and wish-list items to build over time, particularly in small organisations where people naturally step in and help wherever needed.
Broad roles are common within associations and often work really well, but clarity around ownership and priorities is important. Candidates need to understand what success looks like and where their core responsibilities sit.
Sometimes simplifying the brief creates a stronger recruitment outcome.
2. Sell the opportunity, not just the responsibilities
Many associations underestimate how attractive they can be as employers.
Increasingly, people are looking for more than just salary or job title. They want purpose, flexibility, variety in their work, opportunities to grow, and to feel connected to the people around them.
Association roles can often provide all of these things, particularly because smaller teams can offer broad exposure and the opportunity to make a visible impact.
Sometimes organisations are so close to their own work and culture that they forget to actually talk about it in their advertising. If these are strengths your organisation offers, make sure you are actively communicating them throughout your recruitment process.
What are you proud of as an organisation? What makes your team enjoyable to work in? What benefits do you offer? What will someone learn in the role? Why would they choose your opportunity over another?
Often, what attracts someone to a role is just as much about the people and culture as it is about the job itself.
3. Think about capability, not only direct experience
One thing I regularly see is recruitment processes becoming heavily focused on finding someone who has done the exact role before. Sometimes that is necessary, but often it isn't.
Skills are often highly transferable. For example, someone who has coordinated large events may be able to step into membership engagement, someone with stakeholder management experience may adapt quickly to a member-facing role, and someone with strong administration and systems capability may bring strengths you hadn’t originally considered.
Some of the best appointments happen when you focus on potential and capability alongside direct experience.
4. Candidate experience matters
In the association sector, reputation and relationships matter, and candidate experience forms part of that.
The way candidates experience your recruitment process contributes to how your organisation is perceived as an employer. Clear communication, timely updates, and respectful engagement all help build trust and strengthen your reputation in the market.
Even candidates who are unsuccessful should walk away with a positive impression of the process and your organisation. Today’s candidate may become tomorrow’s member, sponsor, volunteer, Board member, or colleague.
A final thought
Small teams don’t need unicorns.
They need capable people who align with the organisation and bring the right strengths, while continuing to grow and develop in the role.
Often the goal isn’t to find someone who can do absolutely everything from day one. It’s about finding someone who can do the things that matter most, while contributing positively to the organisation and continuing to grow over time.
Kirsty McLaren is Director of McLaren Recruitment and has worked alongside New Zealand’s membership and not-for-profit organisations for over 20 years. She specialises in recruiting across the association sector – from operational roles such as CPD, events, communications and member engagement through to General Manager and Chief Executive appointments – and is passionate about supporting associations to attract, retain, and grow great people.
04 499 1069 | www.mclaren.co.nz | kirsty@mclaren.co.nz