This article is the second in a series outlining exploring how associations can expand their role in members' professional development by building on traditional learning capabilities, adopting new ones, and positioning problem-solving as a core competency in order to achieve a sustainable competitive advantage. Read the first article here.

Reimagining Your Learning Function

According to ASAE, over 80% of associations offer some degree of professional development, making education and certification the third-largest revenue stream for associations, following membership dues and events.

However, many associations, like their corporate counterparts, have traditionally developed their learning offerings organically—often in response to immediate member needs or emerging trends—rather than through a proactive, strategic approach.

This has led to fragmented learning programs that don’t always align with the organization’s long-term goals or the evolving needs of its audience.

Without a strategic framework that links learning objectives to organizational goals, market demands, and the competencies members need to thrive, associations are missing out on a significant opportunity to leverage their learning functions for growth, member engagement, and competitive advantage.

For associations to realize the full business potential of their learning functions, they need to take a more strategic and intentional approach to designing and delivering their educational offerings.

This approach involves deliberate planning, identifying essential learning outcomes, leveraging technology, and continuously assessing the relevance and impact of the learning programs offered. Key steps are:

1. Align learning strategy with organizational goals.
   1. Ensure that the learning function directly supports the overall mission, vision, and long-term goals of the association.
   2. Conduct market research and needs assessments to understand the evolving demands of the members, industries, or sectors the association serves.
   3. Define learning goals that contribute to individual member success and the association’s broader objectives (e.g., member retention, industry leadership).
2. Adopt competency-based learning models.
   1. Identify and develop educational content around critical competencies that members need to succeed in their fields.
   2. Offer learning opportunities that meet members at different career levels—early-career, mid-career, and leadership.
   3. Develop and implement credentialing or certification programs that provide tangible value to members and demonstrate proficiency in key areas.
3. Leverage data and learning analytics.
   1. Implement learning management systems (LMS) that track participant progress, preferences, and outcomes, enabling more personalized learning experiences.
   2. Regularly collect data on the effectiveness of learning programs through surveys, completion rates, feedback, and impact on member performance.
   3. Analyze data to identify trends, learning gaps, and areas for improvement, ensuring that future programs are relevant and high-impact.
4. Integrate technology and innovation.
   1. Offer flexible, on-demand, and hybrid learning opportunities through online courses, webinars, virtual events, and mobile-friendly content.
   2. Explore interactive formats like experiential learning, virtual reality (VR), simulations, and gamification to enhance engagement and knowledge retention.
   3. Create spaces where learners can connect with peers, mentors, and industry experts to reinforce the learning experience and build a community of practice.
5. Create sustainable learning revenue models.
   1. Develop multiple revenue streams from learning programs, such as paid certifications, premium content, subscription-based access, and partnership opportunities.
   2. Ensure members clearly understand the tangible benefits of educational offerings, especially in terms of advancing their careers or professional expertise.
   3. Collaborate with industry leaders, universities, or tech platforms to co-develop courses that align with workforce trends and future skill needs.
6. Build a culture of continuous improvement.
   1. Ensure that senior leadership champions the learning function as a critical part of the association’s strategy.
   2. Actively solicit and incorporate feedback from members to continually refine and improve educational offerings.
   3. Invest in upskilling the internal learning and development team to keep them ahead of trends and best practices in adult learning and education.

By taking these steps, associations can ensure that every learning initiative is purposefully aligned, well-supported, and backed by the necessary resources and infrastructure.

Many association professionals are attempting to innovate their way out of their current predicament. However, given the operational inefficiencies, lack of focus on outcomes, and frankly, the limited experience within learning teams, it's more effective to prioritize these foundational elements first. Doing so will create a streamlined, sustainable learning operation that consistently delivers real value to both the organization and its members.

**********

Associations excel in advocacy, leadership development, and professional development, but they often overlook problem solving—a powerful, informal learning process that drives innovation and engagement. By prioritizing problem solving, associations can address members’ challenges, enhance their value, and achieve sustainable growth. The next article in this series explores why and how to make problem solving a core competency.