A practical look at pay decisions in the membership sector, and how you can build confidence, consistency, and fairness.

For most membership organisations, salary decisions are made with good intent. Leaders, boards and managers all want to act fairly, reward contribution and retain the right people. Yet across the sector, many organisations share the same quiet uncertainty.

“We think our salaries are about right, but we’re not completely sure.”

In 2026, that uncertainty matters more than ever. Membership bodies operate in environments shaped by public trust, member accountability and, increasingly, regulatory and governance scrutiny. Pay decisions are no longer just operational. They are visible, defensible and closely linked toorganisational credibility.

Fair pay is no longer just a people or HR consideration

Traditionally, pay has been viewed as an internal matter, owned by HR and executive teams. Today, it sits much more firmly withingovernance.

Boards and trustees are increasingly expected to understand how salaries are set, how consistency is maintained and how decisions align with organisational purpose. In regulated or chartered contexts, this expectation is even stronger, with a growing emphasis on transparency, proportionality and evidence.

This does not mean there is a single correct answer on pay. It does mean that organisations need to be able to explain the reasoning behind decisions clearly and confidently if asked by members, regulators or other stakeholders.

Why pay is particularly complex in the membership sector

Unlike many commercial environments, membership organisations rarely benefit from straightforward salary comparisons.

Roles are often broad in scope and shaped by:

    • Member accountability and service delivery
    • Policy, regulatory or public-interest responsibilities
    • Complex stakeholder relationships
    • Organisational models that differ significantly from corporate structures

A leadership role in a professional body does not always map neatly onto its private‑sector equivalent. A policy or membership position may carry influence and accountability that far exceed its job title. This nuance makes generic benchmarks a blunt instrument and can leave organisations relying on partial or imperfect data.

Over time, this can lead to hesitation, inconsistency or decisions that feel difficult to justify, even when made in good faith.

The real cost of uncertainty

When organisations lack confidence in their pay decisions, the impact tends to build gradually.

Common consequences include:

    • Difficulty reassuring boards or committees that salaries are fair
    • Inconsistent pay across similar roles or teams
    • Challenges retaining experienced staff or attracting specialist talent
    • Delays in recruitment or progression decisions
    • Discomfort when decisions are scrutinised or questioned

For membership organisations, these challenges affect more than resourcing. They influence trust, stability and the ability to deliver effectively for members.

Confidence comes from context, not just data

Fair pay is not about chasing the highest rates or achieving perfect alignment with every benchmark. It is about informed, balanced judgement.

That judgement is strongest when it is underpinned by:

    • Relevant, sector-specific data
    • An understanding of role complexity and organisational context
    • Clear governance oversight
    • Open discussion and challenge

When these elements come together, membership organisations are better placed to make decisions that feel fair internally, credible externally and sustainable over time.

Why we created the Membership Sector Salary Guide

The 2026 UK Membership Sector Salary Guide has been created to support exactly these conversations.

It is grounded in extensive discussions with leaders, hiring managers, partners, and candidates across the membership sector. Those conversations reflect the realities organisations are navigating today – from tighter budgets and evolving roles to increased governance responsibilities and market pressure.

The guide is not designed to provide a single “right” answer. Instead, it offers a clearer reference point to help you approach pay decisions with greater confidence and consistency.

This year, we are also offering the opportunity to talk through the data alongside the guide. For many in membership, the most valuable insights emerge when the figures are explored in context, taking into account governance structures, regulatory environments, and organisational priorities.

If it would be helpful to explore what the data means for your organisation, we would be pleased to have that conversation and ensure you have access to the full 2026 Salary Guide.

Or if you would rather explore a more tailored approach to your own Salary Benchmarking, let us know how we can help you.