Associations stand at the front lines of their industries, where they are tasked with not only representing their members but also delivering tangible solutions to their biggest challenges. So when workforce shortages and skills gaps threatened the future of steel construction, the American Institute of Steel Construction (AISC) knew it needed to step up. Here's how the member-based trade association took action to address common workforce challenges. Your association too can apply these lessons to drive member value.

The Spark

AISC came to us at Artisan Learning, a custom learning design firm, with a big problem and a big idea. We worked with the AISC stakeholders to address the most pressing issue first: How to help new employees be successful in their first 90 days. AISC had a long-term plan to create a training program that would guide new hires from their first day through a full career in the steel fabrication industry. Since their member companies span the country, AISC wanted to create e-learning, which would be a challenge when teaching hands-on skills.

The People

To keep everyone focused on the people we were helping, we developed learner personas. What drives a new hire? What challenges push them out the door on day one—and what pulls them back on day two? As we explored these questions, three types emerged:

• The “Rockstars,” self-starters who would thrive with or without our program
• The “In and Outers,” those unlikely to succeed, no matter the support
• The “Maybes,” uncertain but full of potential, if given good training

We focused on the Maybes—the employees who need a boost. Our primary persona was Maurice, a 19-year-old high school graduate, stepping into his first job as a laborer at a steel fabrication shop.

The Do (Not the Know)

After getting to know our audience, we realized an academic approach that overloaded new hires with too much conceptual information would fall flat. Instead of focusing on what Maurice and his fellow new employees need to know, we turned to what they might need to do.

We asked the stakeholders what those first days are like. In most cases, new hires learn in the flow of work, guided and mentored by experienced employees. Maurice’s early tasks depend on what the mentor has on their workstation.

The mentor might say, “Hey, newbie, come help me with this.” So, we asked: “What might the mentor ask Maurice to help with?” Maybe they need to measure parts. What exactly would Maurice do to help? How can we help him succeed?

The next day, the newbie needs to move a beam. Then, they have to find the right bolts. We developed a list of 10 core tasks every new hire should be ready to perform, which we then crafted into e-learning modules to complement on-the-job training. The mentor can now say, “I need help cutting some steel plates with a torch. Go take that lesson and meet me at my workstation in 20 minutes.”

The lessons build confidence in the new worker, encourage real-time learning, and support the mentor tasked with training.

The Impact

This program, targeting new workers in their first 90 days, made a big splash just as quickly.

• Employees from 150 companies completed more than 1,000 modules within the first three months.
• Stakeholders praised the authenticity of the training. The modules show what it really looks and feels like to work in these environments.
• One large member company scrapped plans for their own training program after seeing the modules. They chose to adopt the association’s program instead of creating their own.
• The project earned major recognition by learning professionals, winning “Best in Show” at The Learning Guild’s DemoFest competition and a 2025 Brandon Hall Gold Award for Best Association Professional Development Program.

The Lessons for Associations

What can associations take away from the AISC Fabricator Education program for workforce development?

1. Leverage and support the network.
The goal of workforce development is to grow and empower employees in an industry—that is, across many companies, spanning the country or even the globe. What is difficult for one company to achieve may be doable by an association that has already created a network of expertise. Throughout the design and review of the program, AISC tapped experts from their membership, and in turn, the final product benefits the member companies’ recruitment and retention of talent.

2. Get to know your members and how their employees learn best.
Associations are the keepers of immense subject matter expertise. But often, the experts may not know who they are targeting with training initiatives or how people learn best. Partner with experts in learning design who can guide you in getting to know your audience and how they learn.

3. Shift from knowing to doing.
One thing AISC is best known for is publishing steel design and construction specifications and codes. AISC, like many professional and trade associations, are keepers of knowledge. But a successful workforce is all about doing. Developing a training program requires shifting from a focus on knowing to doing. Identify what a successful worker needs to do every day to grow their skills and expand their company’s capabilities.

Associations that champion workforce training set a higher standard for their industries—and build lasting member loyalty.