OPINION: The transactional approach of many universities to alumni relations is an unnecessary, self-inflicted wound.
A university education is often framed as a launchpad to propel students towards promising professions and bright futures.
Once graduation gowns are folded away and the mortarboards have been tossed skyward, however, many institutions let ties with their alumni fray faster than a well-worn textbook.
Universities wax lyrical about lifelong learning but often fail to foster lifelong relationships with the very people who filled their lecture theatres and fuelled their reputations.
For years, the alumni engagement playbook at many universities has been as inspiring as a poorly attended tutorial.
An occasional email, a generic fundraising plea or a once-a-decade reunion is not exactly a masterclass in meaningful connection.
It is no wonder so many graduates ghost their alma mater, seeing it as a distant memory rather than a dynamic network.
The trouble is that universities are missing out on a goldmine of goodwill, wisdom and wealth that could significantly determine their future.
A university’s greatest asset is not the sprawling campus, state-of-the-art labs or even the research breakthroughs, but the people it has nurtured and sent into the world.
Yet many institutions still treat alumni engagement as an afterthought rather than a strategic imperative.
It is often not a lack of leadership or vision that holds universities back from strengthening these relationships but a lack of resources.
Universities invest enormous resources into recruitment marketing, selling the dream of a university experience to prospective students.
This level of investment rarely extends to the alumni teams, which often operate with skeleton staff and modest budgets.
The resultant transactional approach to alumni relations – where communications boil down to asking for donations – has left many graduates feeling less like valued members of a community and more like walking wallets.
A strong alumni network is about more than money; it is about maintaining momentum.
Universities are usually quick to chase new students but slow to remember the ones they’ve already taught.
That strategy ignores the fact that former students often hold the key to influencing a university’s future success.
Whether through mentoring, industry connections, guest lectures or employment pathways, an engaged alumni can turn a university’s theoretical teachings into tangible opportunities.
A compelling alumni strategy needs to be more than just a newsletter packed with perfunctory platitudes.
Think dynamic networking events rather than dull speeches, genuine recognition of achievements instead of recycled rhetoric, and practical career support in place of polite platitudes.
Without proper resourcing, these alumni initiatives remain aspirations rather than actions.
Many universities proudly parade their successful alumni when it suits them, wheeling out high-profile graduates to sprinkle some star power over a fundraising drive or an open day.
But alumni engagement is not about treating the famous few as trophies but about making every graduate – regardless of their status or salary – feel like they still belong.
A CEO and a schoolteacher should be equally valued, not just for what they can give back financially but for the wisdom, insight and inspiration they can offer.
Too many institutions are stuck in the past, viewing alumni engagement as nice to have rather than a necessity.
In today’s higher education environment, universities face mounting financial pressures, intensifying competition and an ever-evolving job market, all of which should make strong alumni relationships more important than ever.
When leveraged well, alumni networks can open doors, advocate for funding, drive enrolments and enhance employability outcomes.
Yet many alumni teams are expected to achieve all this with limited staffing and shoestring budgets.
The future of higher education is not just about attracting new students but about keeping old ones connected.
If universities want to thrive then they need to rethink their approach to alumni engagement; not as a sporadic outreach effort but rather an ongoing investment in their own legacy.
This investment cannot happen without the resources to make it work.
After all, an institution’s reputation is not just built in the lecture halls but carried into boardrooms, hospitals, classrooms and industries across the globe.
The question is not whether universities can afford to engage their alumni but whether they can afford not to, and whether they are willing to give alumni teams the tools need to engage properly.
• Professor Gary Martin is the chief executive officer of the Australian Institute of Management WA
