Is skills-based hiring the key to creating a more agile, streamlined, and equitable membership-focused organisation?
Membership organisations play a crucial role in facilitating professional development, fostering collaboration, and advocating for their members across various sectors. As the world of work continues to evolve, so too must the recruitment strategies employed by member-focused organisations.
Skills-based hiring is emerging as an effective approach to find talent that fits well with an organisation’s needs, while also addressing long-standing biases and limitations of traditional hiring practices.
We explore how membership organisations can best implement skills-based hiring, where it can be most beneficial, and how a recruitment partner can help transform the hiring process. Additionally, we will consider which types of roles might be less appropriate for this approach and how it can enhance the overall performance and culture of a membership organisation.
The Shifting Landscape: What is Skills-Based Hiring?
- Skills-based hiring focuses on the specific competencies and abilities needed to perform a job, as opposed to traditional methods that emphasise formal education, degrees, or years of experience.
- In this approach, candidates are assessed based on their practical skills, problem-solving abilities, and capacity to adapt and grow within an organisation.
- Skills-based hiring allows organisations to broaden their talent pool and open the door to a more diverse group of applicants who may not have conventional qualifications but possess the key attributes required for success.
The Advantages of Skills-Based Hiring for Membership Organisations
Membership organisations often operate across industries, from Professional Bodies to Trade Associations and Regulatory Bodies. In this context, skills-based hiring offers distinct advantages:
Greater Alignment with Organisational Goals:
Membership organisations often need employees who understand their mission and values, and can engage with their members effectively. Skills-based hiring ensures that candidates can immediately contribute by bringing specific, relevant abilities that align with the organisation’s unique goals and membership needs.
Diverse Talent Pools:
By focusing on skills, organisations can tap into a broader, more diverse candidate pool. Traditional hiring practices may inadvertently exclude candidates who are equally capable but lack specific degrees or experience. A skills-first approach eliminates these barriers, resulting in a workforce enriched with varied perspectives and approaches, which can be particularly beneficial for organisations that thrive on innovation and fresh ideas.
Enhanced Member Engagement:
Skills-based hiring helps membership organisations recruit individuals who can better engage with members. In roles that require direct interaction with members—such as member services, event planning, or communications—skills like problem-solving, communication, and creativity can be more important than having a particular degree. Individuals with the right skills can forge stronger relationships and create more impactful membership experiences.
Cost Efficiency:
Hiring candidates based on their specific skills can reduce the need for extensive onboarding and training. New hires can quickly become productive, reducing downtime and improving overall efficiency within the organisation. Membership organisations, which may have leaner resources compared to large corporations, can greatly benefit from having employees who can hit the ground running.
Adaptability and Growth:
In an era where industries are continually disrupted by new technologies and trends, hiring based on skills rather than static qualifications allows membership organisations to remain agile. Employees selected for their ability to adapt and learn quickly will be better suited to navigate changing circumstances, allowing the organisation to stay ahead in an evolving landscape.
Where Skills-Based Hiring is Most Beneficial
While skills-based hiring can benefit many types of roles within a membership organisation, there are some areas where it can be particularly impactful:
Member Services and Support:
In roles where employees directly interact with members—handling inquiries, addressing issues, and ensuring member satisfaction—skills like empathy, active listening, and problem-solving are critical. These roles are prime candidates for skills-based hiring because a candidate’s ability to communicate and resolve issues is often more important than a specific degree or prior experience in a similar role.
Communications and Marketing:
Roles in communications, social media management, or marketing require creativity, digital literacy, and strategic thinking. The ability to craft compelling messages and leverage digital platforms to engage with members are skills that can be demonstrated through portfolios or practical assessments rather than by academic credentials alone.
Project and Event Management:
Membership organisations often hold events, workshops, or conferences for their members. Event planners and project managers need to be highly organised, possess strong time management skills, and be able to navigate complex logistics. Skills-based hiring allows organisations to focus on candidates who have demonstrated success in managing events and projects, regardless of their educational background.
IT and Technology Roles:
In technology-related roles, technical skills like coding, cybersecurity, or software management are often better indicators of success than a formal degree. Skills-based hiring for IT positions allows organisations to find talented individuals who have honed their skills through self-study, coding boot-camps, or practical experience, without needing to meet traditional education or experience requirements.
Roles Less Appropriate for Skills-Based Hiring
While skills-based hiring is advantageous for many roles, there are certain positions within membership organisations where traditional qualifications still hold significant importance. These include:
Senior Leadership and Executive Roles:
For leadership positions, a deeper understanding of the industry, long-term strategic thinking, and the ability to make high-level decisions are essential. While skills are still important, these roles often require experience, proven leadership, and, in some cases, advanced qualifications (e.g., an MBA or industry-specific certifications). Skills-based hiring can supplement but may not entirely replace traditional criteria for these roles.
Specialised Legal and Compliance Positions:
Membership organisations often need in-house legal counsel or compliance officers to navigate regulations and ensure the organisation’s operations align with industry standards. These roles require formal legal education, certifications, and deep knowledge of regulatory environments that cannot be easily substituted with practical skills alone.
Highly Technical Scientific or Research Roles:
In some membership organisations, especially those that are industry-specific, there may be a need for highly specialised scientific or research roles. For example, a professional medical association might require medical doctors with advanced qualifications to oversee certain research projects or advocacy efforts. In these instances, formal education and specific credentials are non-negotiable.
How Membership Bespoke Can Help In Adapting to Skills-Based Hiring
Shifting to a skills-based hiring model may require significant changes to a membership organisation’s recruitment processes. This is where we can play a pivotal role. Membership Bespoke can assist your membership organisation in the following ways:
Redesigning Job Descriptions:
We will help re-create job descriptions that focus on the necessary skills rather than degrees or experience. This helps attract a wider pool of candidates who meet the skills criteria but may have been excluded from traditional roles.
Assessment Development:
We will assist in creating or sourcing appropriate skills-based assessments. This could range from role-playing exercises for member-facing positions to practical tests for technical roles. These assessments can offer a more accurate measure of a candidate’s potential than a CV or cover letter.
Streamlining the Recruitment Process:
A skills-first approach often requires a more dynamic and multi-layered recruitment process. We help member-focused organisations implement these processes, ensuring they are smooth, efficient, and lead to the hiring of the most qualified candidates.
Training and Consultancy:
For organisations unfamiliar with skills-based hiring, we can provide training and consultancy services to guide internal HR teams in adopting this approach. We can also advise on integrating new technologies, such as applicant tracking systems (ATS) or AI-driven platforms, to better identify and assess skills.
Conclusion: How Skills-Based Hiring Improves Membership Organisations
By adopting skills-based hiring, membership organisations can improve overall performance, member engagement, and operational efficiency. This approach ensures that organisations recruit talent that aligns with their goals, mission and values and can deliver immediate value. Moreover, it encourages diversity and inclusion, creates pathways for non-traditional candidates, and positions the organisation for growth and innovation.
While some roles still require traditional qualifications, the vast majority can benefit from a fresh approach that prioritises skills, adaptability, and a drive for excellence. Working with a recruitment partner can smooth this transition, ensuring that the right strategies, tools, and assessments are in place for a successful implementation.
In today’s fast-evolving job market, membership organisations that embrace skills-based hiring will be better equipped to thrive, delivering greater value to both their members and their organisation as a whole.
If you would like help and advice on implementing skills-based hiring for your next hire, we'd love the hear from you. Click here to contact us