Blended Job Roles in the Membership Sector: Pros, Cons, and What to Consider

What is a blended role - and how can membership organisations get them right?

Not that long ago, job titles told you exactly what to expect. “Policy Officer” meant policy. “Events Manager” meant events. But those once distinct lines are starting to blur - especially in the membership sector. More and more, we’re seeing organisations combine responsibilities across departments, creating roles that stretch across disciplines. 

Welcome to the age of the “blended role”. Or hybrid role. Or dual-function job. Whatever name you give it, the concept’s the same: one person wearing multiple hats - strategically, and ideally, with the right support. 

So, what’s driving this shift? Is it working? And what should membership bodies keep in mind? 

What do we mean by a ‘blended’ role? 

Blended roles combine tasks that used to sit in separate job descriptions. Think: HR & Office Manager, Policy & Communications, Marketing & Data Analyst or Public Affairs and Events. 

And importantly, these aren’t junior “muck-in” roles. They’re often key posts created to bring synergy and stretch budget. Instead of hiring two separate managers, many organisations are finding individuals with diverse strengths and giving them thoughtfully designed roles that span departments. 

And when done well, it can work brilliantly in the membership sector. 

Why blended roles are on the rise 

There’s no mystery here, blended roles are born of both necessity and ambition. Leaner teams, squeezed budgets, and rising expectations from members all play a part. Many membership organisations, especially those with fewer than 10 staff, simply don’t have the luxury of siloed departments.  

But it’s not just about doing more with less. There’s a strategic upside, too.  

Blended roles can allow for deeper cross-team collaboration, faster communication, and a more unified member experience. One person overseeing Membership and Events, for example, can make sure every touchpoint is consistent; from onboarding emails to AGM follow-ups. 

Research into multi-skilled roles has shown that they help foster innovation, boost productivity, and can even increase job satisfaction and retention by offering more variety and challenge. When structured well, they also help teams respond faster to member needs - something that’s more important now than ever. 

The upsides: agility, growth and smarter workflows 

When designed intentionally (which is the key to success here), blended roles can do more than just fill a gap. They offer real, lasting value to teams, to individuals, and to members.  

Here’s how they help membership organisations specifically: 

• Broader skill development as staff gain exposure to multiple areas of the organisation, making them more valuable and engaged. 

• Better decision making from employees who understand how functions connect - like policy and public affairs - make stronger strategic contributions. 

• Cost-effectiveness, which is particularly important for smaller membership bodies. One well-supported dual-role professional can achieve what used to take two hires. 

• When individuals can see how their work connects across departments, their sense of purpose often grows and they find their work more meaningful. 
• A smoother member experience, with fewer handoffs, clearer communication, and a stronger sense of cohesion at every touchpoint.  

Where it can go wrong – and how to prevent it 

Of course, it’s not always sunshine and synergy! Even the most well-intentioned blended role can become overwhelming if it’s not set up properly. 

The challenge? Clarity. 

When someone’s juggling responsibilities across departments, priorities can blur. Which deadlines matter most? Who do they report to? What gets dropped when time runs out? 

If these questions aren’t answered from the start - and revisited regularly - blended roles can start to feel like a balancing act. And the risk isn’t just inefficiency, it's employee burnout. 

In membership organisations, this can look like a single staff member who ends up being the de facto point person for everything - managing events, fielding press calls, updating CRM systems, drafting policy responses. It’s not sustainable, and eventually, something gives - often the person. 

What makes a blended role successful? 

If there’s one thing we’ve learned from watching blended roles thrive (or sometimes falter), it’s this: success comes down to intent. A well-structured blended role can empower a team, but a rushed one can quietly drain it. 

The difference is all in the setup. Here’s what membership organisations can do to get it right: 

• Define a primary focus area, because every blended role needs a clear priority. When time and energy are pulled in two directions, it helps to know what takes precedence and why. 

• Be specific with the job description. Vague catch-alls like “a bit of everything” leave professionals unsure of where they stand. Clarity helps people focus and feel confident in what’s expected. 

• Be thoughtful about what should be blended. Just because two teams are short-staffed doesn’t mean their functions naturally fit together. Roles like Policy and Comms, or Membership and Events, often work well because they share objectives and audience focus. Others - like Accounting and Events, for instance - may be too disconnected in pace, skillset, and strategic purpose to combine meaningfully. 

• Align pay and support with the full scope of the role. If someone’s doing the job of two people, they shouldn’t be paid for just one. Recognition (financial and otherwise) goes a long way in sustaining motivation and improving retention. 

• Build in regular check-ins - these roles evolve, often quickly. What made sense six months ago may not work now. Ongoing conversations help keep things healthy, realistic and fair. 

When membership organisations take the time to shape these roles properly, rather than just merge functions out of necessity, they create opportunities. Opportunities for growth, for smarter service delivery, and for people to genuinely enjoy the scope of what they do. 

More hats, more impact? 

Blended roles are a reflection of how the membership sector is evolving. When thoughtfully designed, they create smarter teams, stronger connections between departments, and more responsive member experiences. 

But getting it right means asking the right questions. Is the role strategic? Is it manageable? Does it support the person doing it - not just the organisation? 

With a bit of care, blended roles can be an effective, strategic move for membership organisations. It’s not just about asking people to do more, but about enabling them to do work that’s more meaningful, more connected, and more impactful.  

We specialise in recruiting and shaping strategic blended roles for the membership sector. Get in touch for a no-obligation chat!