Empowering a New Generation of Association Leaders

November 8, 2024

Leadership supporting their employee with fellow coworkers

How leaders can find and support employees

The demand is real. Meeting planners are needed more than ever. However, it isn’t always easy to find and retain qualified staff.

The American Hotel & Lodging Association (ALHA) reported that an estimated 67% of hotels are experiencing staffing issues and shortages, and 68% of planners are new to the meetings industry since COVID.

The National Council of Nonprofits also noted that 74% of nonprofits have job vacancies.

To better understand what this means for the industry and how associations can empower their next generation of future leaders, Smart Meetings spoke with Maisha Hogue, who serves as the first line of communication between American Society of Interior Designers HQ (ASID) and its Professional Chapters Network, and Mariel Solomon, M.S., CC-SLP, a speech-language pathologist and association professional, to explore how associations can appeal to a younger and more diverse group of potential employees.

Click here to watch the full webinar discussion.

Defining Diversity and Recruitment

For planners looking to diversify their teams, Solomon suggests defining the type of diversity sought.

“Diversity can mean a lot of things. Is it race? Ethnicity? Age?” says Solomon. “In terms of recruitment, I think starting young—in high school and college—and really showing that those professions exist can make a difference.”

Planners may also want to consider disability as a factor.

“I would say adding disability into that search for who you think belongs in your workplace is also important,” says Hogue. “It’s also a great marker for our members who join organizations to see a face that looks like [them].”

Sometimes the best candidate may be an unexpected choice.

“I think that taking a chance on someone who might bring fresh perspectives is very important,” Hogue continues. “Going to colleges and high schools and talking about what it means to work in an association is one of the strategic goals of the American Society of Association Executives (ASAE). I think that’s something we should definitely look into.”

Having a firm grasp of your organizational culture and shared values is also an important aspect of recruitment.

“If your organization doesn’t match their purpose, it might not appeal to them,” Solomon says.

Feeling Seen and Supported

Organizations should consider programs that appeal to their employees. Hogue shared an experience from her former employer, the National Quality Forum, where staff expressed a desire for an investment in DEI. Shortly after, a DEI committee was formed.

“We really encouraged everyone to show up as their authentic selves,” says Hogue, “and that means sharing about their lives and removing that barrier that at work, you are just this one person providing a service.”

Managing the Younger Generation

For Boomer and Gen X leaders, there is often a trial-and-error process in looking for ways to engage a younger generation of workers. However, being self-aware enough to ask “how” is the perfect place to start.

“I’m truly grateful my manager asks herself that question every day,” says Hogue. “Not only how do I show up as an exceptional director, but how do I show up as an exceptional manager to this person.”

Hogue continues, “That’s really what I think young professionals are looking for, to have connection, to be able to just see you as a person with hobbies and interests.”

In the past, the expectation for workers was to leave their personal lives at the door and focus solely on the job.

But ignoring the personal side isn’t always the solution, Solomon notes. “It’s not helpful because the more you ignore it, the more stress, anxiety and burnout can come with that,” she says. “By accepting the whole person and showing you need to get the job done—but in a way that feels supportive—employees are more likely to feel safe.”