AMCs Solve Staffing Woes

Associations Now | July/August 2018 Issue | By: Christine Umbrell

Staffing Woes 

A tight job market has made it difficult for associations to fill positions and retain employees. The AMC model offers a reliable alternative.

The U.S. workforce is becoming ever more transitional. Low unemployment rates and the rise of the gig economy, combined with new generations of workers who seek opportunities for advancement at a faster rate than previous generations, have led to reduced employee retention and difficulty in filling positions at traditional workplaces—such as standalone associations.

In this uncertain employment environment, AMCs offer an alternative that provides continuity of service and the benefits of shared resources, as well as subject matter expertise in all areas of association management.

“AMCs were founded on the idea of solving staffing issues at associations,” says Trudie Bruner, CAE, president and COO at Fernley & Fernley. “The model is well suited to helping organizations become more fluid” during times of transition, which occurs with increasing frequency given the challenging hiring climate.

Increased Flexibility
Compared to traditional association models, AMCs offer more flexibility. “We’re able to adjust resources and find shared opportunities with other clients, which can allow an association to scale up,” Bruner says.

Specifically, transitioning some or all staff responsibilities from a standalone association to an AMC can prevent downtime when staff members leave. Alternatively, AMCs can easily absorb expanding workloads, without relying on assignment of full-time personnel.


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