US associations are facing a workforce crisis they can’t afford to ignore. Discover why staffing, retention and recruitment now belong at the heart of strategic planning - not left to HR.
The labor market is no longer simply changing; it’s being rewritten in real time. Across the US, nearly 70% of workers have changed or considered changing career fields in the past year, and one in three considered quitting their job altogether.
That’s not just a corporate headache, it’s also a serious challenge for associations, both as employers and as service providers. But in far too many organizations, workforce concerns are still treated like HR housekeeping. But in reality, they belong at the center of strategic planning.
Associations aren’t exempt from the workforce crisis. If anything, they’re often more exposed - facing the same pressures as the broader economy but with tighter budgets, smaller teams, and complex member expectations. That’s why how you attract, retain, and support your staff directly impacts your ability to serve members, deliver programs, and plan for the future.
Associations employ people just like any other organization (over a million of them in fact!). But the people who make up that workforce are changing. Demographic shifts - driven by retirements, more diverse hiring, and different career entry points - are reshaping how teams' function and what staff expect from their employers. Flexibility, transparency, and professional development aren’t fringe benefits anymore, they’re basic expectations.
There’s a long-held belief in the nonprofit and association spaces that mission makes up for low pay or rigid structures. But that’s not holding up. According to ASAE’s 2024–2025 Workforce Challenges & Solutions report, “upward pressure on salaries” is now the single most pressing workforce challenge for associations, ranked higher than burnout, succession planning, or remote work. It’s clear: even in mission-driven roles, compensation has become the deciding factor for many.
And while flexibility and purpose still matter, they’re often now not enough to bridge the growing gap between what associations can offer and what candidates expect.
Burnout, staffing gaps, slow onboarding...these aren’t just internal pain points. They ripple out into the member experience.
Gallup’s research backs this up: teams with high staff engagement report 18% higher productivity and 23% more profitability. For associations, that could mean fewer advocacy wins, underperforming events, or even a decline in renewals - all because the people behind the scenes are stretched too thin.
And your members notice. When delivery slows, so does perceived value. But the flip side is also true: when capacity improves, even temporarily, things feel smoother; more responsive, more professional, and more human.
Despite the clear consequences, only 38% of associations include workforce planning in their strategic frameworks. Too often, staffing challenges get pushed to HR, and staff wellbeing gets buried in quarterly reports. When in reality, they belong at the top of every board agenda.
Similarly, hiring and retention are frequently seen as operational tasks, where really they’re central to long-term resilience. Too often, recruitment decisions are made in a rush, triggered by a sudden departure or mounting pressure on a team. But in the current market, that approach can backfire. Hiring the wrong person (or hiring too quickly) can sometimes create more disruption than no hire at all!
That’s why associations need to think of recruitment as a strategic function, not just an admin task. It’s not only about filling roles, but about asking the right questions:
Whether it's an interim role to bridge a gap, a permanent hire to lead change, or a restructure to future-proof your team, these are the moments where expert advice makes all the difference.
Sometimes you do need to move quickly. Whether you’ve lost a key team member or need extra capacity during a busy season, bringing in short-term or contract professionals can protect momentum and buy you time to make the right long-term call.
But short-term doesn’t mean short-sighted. When done well, temporary support helps maintain delivery, preserves morale, and actually gives your team breathing room to focus on strategic hiring, not firefighting.
And in a tight labor market, building flexibility into your resourcing plan - whether that’s through temp, contract, part-time or phased roles - can give your association a genuine edge.
Everything your members experience - every event, email, call, webinar, report - is shaped by the people behind the scenes. When that team is stable, supported and well-matched to your mission, your member value improves. When it’s not, everything slows down.
The labor market isn’t just another external challenge. It’s a fundamental part of how associations plan, deliver, and grow – and it’s probably always going to feel like it’s changing faster than we can keep up!
But - that’s precisely why recruitment shouldn’t be reactive! It should be intentional, timely, and grounded in sector expertise.