From Candidates to Members: What Recruitment Can Teach Us About Membership Retention

I recently completed an Independent Non-Executive Director (iNED) recruitment process for a client. As part of closing the loop, I notified the unsuccessful candidates and provided each with detailed, tailored panel feedback, and the reactions astonished me.

My inbox quickly filled with appreciative notes, many saying it was one of the rare occasions that they'd received meaningful feedback after a recruitment process. Indeed, some remarked that, although disappointed, they actually felt positive about the organisation because of the respect shown.

It left me reflecting: if something as simple as clear, timely, and personalised communication can make such a difference in recruitment, what lessons does that hold for membership?

Recruitment and Membership: More Similar Than They Appear

At first glance, hiring board members and recruiting association members seem like very different processes. Yet, at their core, both rely on the same human dynamics:

• People put themselves forward.

• They make an investment of time, money, and/or reputation.

• They wait to see how they are treated in return.

And too often, the experience isn’t great.

Candidates complain of silence between application and outcome; members complain of silence between joining and renewal. Candidates are frustrated by generic rejection emails; members roll their eyes at generic newsletters. Candidates rarely hear constructive feedback; members rarely see evidence that their views have influenced decisions.

In both cases, the pattern is the same: transactional processes that overlook the human relationship underneath.

Respecting the Investment

When someone applies for a role, they invest hours preparing their application, attending interviews, and making their case. The very least they deserve is a clear response and detailed feedback.

When someone joins a membership organisation, they make a similar financial, professional, and reputational investment. They are trusting the organisation with their money, their time, and, in some cases, their credibility.

Respecting that investment means more than sending a welcome pack or renewal reminder. It means acknowledging them as individuals, affirming their decision to join, and showing that their presence makes a difference.

Closing the Feedback Loop

In recruitment, feedback helps candidates understand why they weren’t successful and how they might improve. It turns rejection into learning. In membership, feedback flows the other way. Members share their views in surveys, consultations, or informal conversations. But if nothing comes back, no update, no evidence of action, then they feel unheard.

Closing the loop is crucial. “Here’s what you told us, and here’s what we did as a result” is the membership equivalent of recruitment feedback. It demonstrates that member voices shape decisions, which builds trust, loyalty, and a sense of ownership.

Tailoring the Journey

One of the most powerful parts of my recent recruitment process was tailoring feedback to each candidate. Even unsuccessful applicants left with a sense of clarity and respect.

Membership organisations can adopt the same principle. Not every member wants the same thing, and not every member is at the same stage.

• Early-career members want orientation, mentoring, and clear pathways for professional development.

• Mid-career professionals look for networking, leadership opportunities, and practical insights.

• Senior members seek influence, visibility, and recognition for their expertise.

Treating all members the same by offering one “standard” experience is the equivalent of sending every job applicant the same rejection letter. It’s efficient, but it’s disengaging. Tailoring the journey shows you understand who your members are and what they need.

Relationships Matter, Not Transactions

Perhaps the biggest lesson is that recruitment is not only about who gets hired, and membership is not only about who pays their fee. In both cases, it’s about the experience.

Candidates who feel respected, even when unsuccessful, are more likely to speak positively about the organisation, recommend it to others, and consider applying again.

Members who feel respected, even if they lapse, are more likely to remain advocates, recommend the organisation, or return in the future.

The transaction (a job offer or a membership renewal) matters, but the relationship lasts longer and carries more influence.

Raising the Standard in Membership

So what can membership organisations learn from this parallel? A few simple shifts make all the difference:

• Don’t let silence erode trust. Stay in touch between key milestones. Make members feel visible.

• Avoid generic messaging. Segment communications and acknowledge members as individuals.

• Close the feedback loop. Show how member input has shaped actions or policies.

• Tailor the journey. Recognise different career stages and member personas.

• Think beyond transactions. Measure success not just in renewals, but in how members feel about the experience.

The Bigger Picture

When I provided feedback to unsuccessful board candidates, it wasn’t a grand gesture. It was simply professional courtesy. But the impact was outsized because people felt respected, valued, and willing to engage again in the future.

Membership organisations can create the same impact by adopting similar principles. Recruitment and retention are not administrative chores; they are opportunities to deepen relationships, strengthen loyalty, and enhance reputation. Whether it’s a candidate applying for a role or a professional joining a membership body, the principle is the same: success is not only measured by who says yes. It’s measured by how everyone feels about the experience.