Prep Your Staff for the AI World of Work

With aspects of artificial intelligence infiltrating all corners of the business world, associations large and small are studying AI technologies and determining how best to weave them into their everyday business practices—and how to appropriately train staff.

For the best results, associations will need to “adopt AI with intent” by identifying how it can add value for members, says Rebecca Achurch, CAE, chief executive officer of Achurch Consulting, which assists associations in navigating the technology change process.

According to Achurch, associations must “determine what appropriate use of AI means” for them. Leaders should recognize that AI, as a tool, can be “an accelerant, helping associations serve their membership better and freeing up time so teams can focus on the bigger picture work of the organization.”

Integrating AI will be “a total game-changer” for associations, says Maddie Grant, CAE, founder of PROPEL, which assists associations in elevating workplace culture. “With AI’s data-crunching power, associations can make smarter, data-driven decisions,” she explains.

But jumping into the AI pool can be daunting. “The big challenge is moving from dabbling in AI to making it a core part of the strategy, which requires a bold vision and solid planning,” Grant says, “as well as making sure the internal culture is aligned with the capacities needed to be successful at deploying AI: agility, strategic risk-taking, transparency, and good communication and collaboration internally and externally.”

Study, Reskill, and Train for AI

A solid first step in developing an AI strategic plan involves forming an internal AI team to explore how an association can use AI, and piloting experimentation with the technology. “Another option is to introduce AI tools, like ChatGPT or Claude, making them available to the entire organization,” says Achurch.

Organizations should take time to analyze each department and role and create an inventory of the skills needed in the future. “From there, they can build a roadmap and plan for the current skills gap,” Achurch says, noting that employees—not just managers—should be involved in the process.

Such an analysis will be helpful across an organization, as “AI is going to shake things up across several departments,” predicts Grant. “Member services will see a boost in member interactions and personalized services. Marketing and communications teams will get tools to automate content creation and manage social media more effectively. Data analysis and IT will be at the heart of implementing and maintaining AI systems. Finance and admin will find their work streamlined through automation. And event management will be revolutionized, from planning to attendee engagement and follow-ups. Legal and policy/government relations will have access to exponentially accelerated content and information. Ideally, all departments will shift from routine tasks to more strategic and creative roles as AI takes over the grunt work.”

Two areas where associations stand to benefit the most as they take first steps into the AI realm are in using AI to analyze data to better understand member behaviors and leveraging the technology to reduce repetitive, administrative tasks, suggests Achurch. Associations can leverage AI to develop better communications, content, and programs “because they will have a clearer understanding of what their members want and what drives value.”

Implementing such changes will require that employees learn to leverage AI appropriately, beginning with foundational training programs to educate staff on AI technologies and their applications. Achurch recommends integrating notetaking tools, chatbots, and virtual assistants for member support, then moving on to study predictive analytics—which can be used for understanding trends and behaviors—and machine learning algorithms for optimizing fundraising and membership campaigns.

Grant recommends fostering a culture of continuous learning and partnering with educational institutions and AI experts for specialized training and certifications. She also suggests engaging in hands-on projects and pilot programs for practical experience with AI tools.

“Online learning platforms like Coursera, Udacity, and LinkedIn Learning have a wealth of AI-related courses,” Grant notes, adding that government programs and grants aimed at workforce development and tech adoption can be a valuable resource. Hiring consultants who specialize in AI and workforce development is another option.

An association’s own members could serve as a bonus knowledge hub. “In many cases, members will be well ahead of association staff in terms of trying to figure out what impact AI will have on their specific industries,” Grant says. “Listening to how members are tackling the thorny issues of AI will help the association itself.”

Seek Candidates With AI Aptitude

Organizations that are hiring may choose to seek out candidates with AI experience. “As you begin to hire, look for individuals who are curious and not afraid of change,” says Achurch.

Grant suggests that associations identify potential hires with a background in data science, machine learning, or related fields. “Job descriptions should highlight the importance of AI skills and experience with AI tools,” she says. “Behavioral interview questions can assess a candidate’s ability to adapt to new technologies and their problem-solving skills.”

When writing job descriptions, “start by clearly defining the AI skills and competencies needed for the role,” suggests Grant, then post openings on AI-specific job boards and LinkedIn. “Use technical assessments and case studies in the hiring process to evaluate AI proficiency.”

She also recommends networking at AI conferences, webinars, and events to connect with potential candidates. “Developing internships and apprenticeships focused on AI can attract and nurture emerging talent” who will bring fresh perspectives, technical expertise, and the ability to leverage AI for innovation and efficiency, says Grant. “An innate curiosity, plus alignment with your organization’s culture and strategic vision, is what you need to look for in a job candidate; they might be the ones to actually help get you to the vision, no matter how low they may sit on the ladder.”

Seize the Moment

To make the most of AI opportunities, associations will have to walk a tightrope, “balancing the ability to allow experimentation and risk-taking with appropriate attention to setting policy and ground rules​,” Grant says. “Job displacement is a worry, but reskilling employees and creating new AI-focused roles can mitigate this.”

Association leaders should sit down with key staff and discuss their concerns when it comes to using AI in the workplace, including issues of privacy, security, and ethics. “AI systems often need access to a lot of personal data, raising privacy issues,” Grant adds, so strong data protection policies and regulatory compliance should be a priority, along with cybersecurity measures and updating of AI systems.

Finally, association leadership must buy in to the association’s AI strategy to ensure employee acceptance of new policies and procedures. “The C-suite will have to take a lead role in preparing associations for the future of work and the use of AI,” Achurch says. “This means building a culture that has an openness to change, is curious, and supports continuous improvement.” She encourages associations to devote time and funding to help facilitate learning, then invest strategically. “Think through and create AI policies and guidelines for the staff so they have a roadmap for success and aren’t putting the organization at risk.”

Fostering a culture of collaboration and knowledge sharing can maximize the benefits of AI, according to Grant. “Embrace these strategies, and associations can not only stay competitive but also deliver significant value to members and stakeholders.”