It's Not About Age, It's About Relevance: the role of retired professionals in membership

Last month I facilitated a planning session with the staff of a professional membership body. One debate, about how to treat retired members, really stuck with me. It was passionate, thoughtful, and revealing, not just of different views on membership strategy, but of the intergenerational lens through which we see the profession.

The question was What is the appropriate role of retirees in a modern professional body?

For many organisations, this issue is both sensitive and strategic. Retired members can be loyal, vocal, and engaged, but also, sometimes, disconnected from the rapidly changing world of professional practice. As someone from Generation X (born 1978), I’ve seen both the value and the risks of giving too much institutional power to people no longer in the field.

Interestingly, it was the Millennial and Gen Z staff members in the room who argued most strongly in favour of greater inclusion of retirees. They saw the opportunity for mentorship, for continuity, and for deeper conversations about professional values. I found myself playing the role of sceptic, not because I don’t value retirees, but because I’ve seen how, in some organisations, retirees end up dominating governance, slowing innovation, and clinging to legacy practices.

So how do we reconcile this tension? How can a membership body stay true to its professional mandate while respecting the legacy and loyalty of those no longer in practice Here’s how I think we get to a meaningful compromise.

1. Revisit the Purpose of Membership

The starting point for any membership discussion must be a clear view of purpose. What is the point of membership?

Is it to:

• Uphold professional standards?

• Foster continuous professional development?

• Shape the future of a profession?

• Create a community of values and identity?

If your answer involves current practice, regulation, and standards, then there’s a strong case for focusing on active professionals; but if your membership body also exists to sustain a professional community and a legacy of knowledge, then there’s space for retirees to play a role. The challenge is not whether to include them, but how.

2. Retirees Are Not Just “Older Members”. They’re a Distinct Segment.

The mistake some organisations make is to treat retirees as simply a lower-dues version of a standard member; but they are a distinct group with different needs, different capabilities, and often, a different relationship to the profession.

Creating a specific category (Retired Fellows, Legacy Members or Emeritus Professionals) can:

• Acknowledge their service and commitment.

• Recognise that they are no longer actively practising.

• Set appropriate boundaries around influence and expectations.

This isn’t exclusion, it’s definition. In doing so, we create a membership offer that respects retirees without compromising the needs of current professionals.

3. Be Honest About Governance and Representation

This is where things get tricky.

In many professional bodies, it’s the retirees who have time to sit on committees, run for office, and turn up to AGMs. Sometimes that’s great, because they bring continuity, memory, and loyalty; but it also creates serious risks:

• Decisions are shaped by those no longer affected by their consequences.

• Innovation is stifled by an instinct for tradition.

• Younger, practising professionals feel under-represented and frustrated.

A sensible compromise is to put eligibility rules in place for governance, such as:

• Only practising members can stand for elected office or vote on standards and policy.

• Retirees can serve in advisory, honorary, or mentoring roles.

• Governance structures reflect the demographics of the profession, not the membership roll.

This ensures that professional bodies stay forward-looking and professionally relevant, while still respecting those who came before.

4. Channel Retirees into Roles Where They Add Real Value

The younger staff I worked with were absolutely right: retired professionals can add deep value, especially in mentoring, knowledge-sharing, and historical insight. The key is to channel that contribution deliberately, for example:

• Structured mentoring programmes that pair retirees with early-career professionals.

• Storytelling projects where retirees record oral histories or career retrospectives.

• Professional ethics discussions drawing on real-world experience.

• Volunteer support for onboarding, member engagement, or local branches.

These roles are meaningful, purposeful, and rooted in generosity. They allow retired members to give back without disrupting current practice or direction.

5. Language Matters: Be Clear and Respectful

Professional bodies often refer to themselves as a “professional home” but this metaphor can create confusion. Can you really be a “home” for people no longer in the profession?

I think it is possible but you need to be precise. Instead of saying:

“We are a professional home for all our members, past and present.”

You might say:

“We are a lifelong community for those committed to the profession, whether in practice or in retirement.”

This language respects belonging while recognising that professional status and engagement may change over time. It avoids the trap of turning a professional body into a social club, while still offering continuity and connection.

It’s Not About Age. It’s About Relevance.

This isn’t really a debate about age. It’s a debate about relevance, role, and respect.

Retired professionals have an important place in many membership bodies, but that place should be defined with care. The core mission of a professional body must always centre on current professional standards, challenges, and leadership. 

Retirees can support that mission, but they shouldn’t shape it.

With thoughtful design, clear categories, and respectful governance boundaries, membership bodies can make room for retired professionals to contribute meaningfully, without losing sight of their forward-facing mission.

That’s not exclusionary. It’s strategic. And in a world of fast-changing professional landscapes, it’s also essential.

If you’ve tackled this challenge in your own organisation, or if you’re a retired member with a view, I’d love to hear how you see it. Let’s keep the conversation going.