1. ENGAGE. MATCH. MEASURE.
Merging Alumni
Relations & Career
Services Playbook

2. CONTRIBUTORS
This ebook was created through conducting interviews with the
following industry experts:
Ryan Catherwood
Assistant Vice President for
Alumni and Career Services
Longwood University
Dan Lugo
Vice President for College
and Student Advancement
Colby College
Michelle Marks-Hook
Assistant Director for Student/
Alumni Engagement Programs
University of Rochester
Reyna Sund
Career and Alumni Relations Director
Ashford University
Joe Testani
Assistant Dean and Executive Director
University of Rochester

3. CONTENTS
Introduction 3
Why Collaborate 4
Aligning Alumni Relations & Career Services 7
Marketing Initiatives 10
Creating Career and Volunteer Opportunities 12
Takeaways from Early Implementation 16
Conclusion 22

4. Placement rates and alumni engagement are two pillar metrics
colleges and universities use to measure themselves each year.
A high placement rate proves students are equipped with the career
competencies required by employers, while alumni engagement
impacts endowment and the assets available to an institution
in a given year.
For decades, career services and alumni relations have operated as
sole entities in order to increase placement, career readiness,
alumni engagement and donations. But in the past five years, career
services and alumni relations professionals have leveraged the
mutual interest between students and alumni to connect with one
another, and are forming cross-team partnerships to drive higher
outcomes.
This e-book will examine the processes by which schools are
implementing collaboration between career services and alumni
relations, how both departments complement one another, and the
student success and alumni engagement outcomes fostered by
this collaboration.
The majority of universities that are
out there are competing in this very
deep pool of talent, and a way to
differentiate their talent and those
opportunities is through their alumni.”
-Joe Testani, University of Rochester
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INTRODUCTION

5. WHY COLLABORATE?
SECTION 1

6. At colleges and universities such as Longwood University, Colby
College, University of Rochester and Ashford University, career
services and alumni relations directors have recognized they can
foster more student-to-alumni connections and alumni volunteering
opportunities by integrating the two offices.
Alumni engagement metrics often suffer due to the fact that young
alumni feel there are no opportunities for them to give back besides
donating financially. But by laying alumni volunteer opportunities
over the career services narrative, institutions ensure young alumni
feel needed and keep them engaged until they’re one day
ready to make financial contributions.
Alumni relations is helped by career services
because it gives it a message focus and it
gives it more ability to impact the
university’s key measurables.”
-Ryan Catherwood, Longwood University
WHY COLLABORATE?
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7. Connecting alumni to the career services mission also maximizes
the office’s ability to provide relevant career practice and guidance,
and experiential learning opportunities such as internships
and co-ops.
Testani notes that the Rochester alumni base acts as an extension of
the center, representing new and emerging industries and tailoring
advice and support to students’ unique career interests. By engaging
these alumni, University of Rochester is able to educate students on
available opportunities in a number of different industries, as well
as help them transition into a new location or company because
they have an alumni connection with relevant experience.
We believe that this career mission, post-
graduate planning and mentoring provides
the best and most fertile territory for us to
enhance the engagement of our alumni
and bring in alumni who believe in paying
it forward by offering internships, jobs
and networking.”
-Dan Lugo, Colby College
WHY COLLABORATE?
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In addition, Colby College Vice President for College and Student
Advancement Dan Lugo recognizes the merging of alumni relations
and career services under one umbrella has facilitated an increase in
student-to-alumni mentoring opportunities as well as a university
professional community where alumni magnify the education
efforts of career services.

8. ALIGNING ALUMNI
RELATIONS &
CAREER SERVICES
SECTION 2

9. How do you take two offices that have largely operated independent
of one another and create an environment where both staffs can
work as a unit?
“The vision is, how do we create a completely hybrid organization
where our postgraduate and career services teams feel just as adept
at identifying philanthropy projects and planning alumni events,”
Lugo says.
Ultimately, what schools integrating this fusion strive for is the
ability to have the alumni relations team participate in career
related initiatives and vice versa.
Ryan Catherwood, assistant vice president for Alumni and Career
Services, and his team at Longwood University are entering year two
of the merging of alumni relations and career services. Through his
experience, he’s found that developing economies between the two
offices and defining a clear mission has fostered unity.
At Longwood, each staff member on the career side has a partner on
the alumni side who they can work with to figure out collaboration
opportunities. For example, the contact who handles career affairs
and events associated with career services is aligned with the
alumni on campus events contact who plans reunions and giving
days.
ALIGNING ALUMNI RELATIONS
& CAREER SERVICES
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10. In addition, the regional engagement coordinator who’s heading up
volunteer efforts is aligned with the associate director of Career
Services to jointly develop volunteer opportunities for alumni.
Each of the alumni relations and career services professionals
CampusTap has spoken to in researching this development has
pointed to the success that’s been driven from defining a joint
mission from the start. That mission is dependant on the
individual initiatives of each university, but it should be mutually
defined by representatives from alumni relations and career
services.
At Longwood, Catherwood explains clarity of mission has provided
strength in team and allowed both offices to think as one team
spread across two locations.
ALIGNING ALUMNI RELATIONS
& CAREER SERVICES
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For the future of alumni relations, the
optimization of connection with career services
really gives the whole construct more
significance. It gives the ability to tie that
thread from the first day of college all the way
through graduation, and that there’s a network
there that’s available for help.”
-Ryan Catherwood, Longwood University

11. MARKETING
INITIATIVES
SECTION 3

12. MARKETING INITIATIVES
Once a cross-team strategy and
structure has been formalized, alumni
relations and career services roll out their
joint initiative to students and alumni to
raise awareness and create
buy-in.
Reyna Sund, Career and Alumni
Relations director at Ashford University,
where career services, alumni relations and
employer relations is nearing full integra-
tion, noted their outreach strategy relied
heavily on events. Being an online
institution, Sund and her team identified
top markets where alumni reside and began
hosting events in those locations.
Sund has recognized students and
alumni find these networking experiences
more beneficial and foster organic peer
mentoring relationships because students
and alumni are able to identify with one
another through commonalities, whether
it’s major-specific or an alum is working in
an industry a student is interested in
pursuing.
Through marketing University of
Rochester’s alumni relations and career
services alignment, Testani found career
services offerings and capabilities
needs to be embedded into the fabric of
the university. Beyond career services
officers, the advancement team must be
cognizant of the different ways alumni
can give back and market them. Even
though advancement may originally
reach out to an alum for a separate
engagement opportunity, they need to
be able to promote alumni volunteering
opportunities through career services
as well.
“Little by little, our goal has
been to start generating energy
on the ground so that we can
get those interested in volun-
teering to keep the flow of
energy going without us on the
ground.” - Reyna Sund, Ashford
University
Ashford’s events incorporate career
programming to emphasize the fact that
career services offerings are available to
alumni forever. Event programming
provides engagement opportunities and
ways for alumni to continue to get career
support. By including students at these
events, Ashford is also grooming future
engaged alumni as well.
Testani also stresses the importance of
managing expectations on all fronts to
ensure satisfaction. He recommends:
• Having the appropriate staffing
• Showing gratitude and appreciation for
the involvement of alumni
• Recognizing alumni in front of students
to show them “this is what we expect of
you”
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13. CREATING CAREER
& VOLUNTEER
OPPORTUNITIES
SECTION 4

14. CREATING CAREER &
VOLUNTEER OPPORTUNITIES
The impetus for joint partnerships between alumni relations and
career services is to drive higher engagement by providing a wide
range of volunteer opportunities and better prepare students for
their careers by exposing them to alums with relevant experience
and connections.
At institutions such as Longwood University, Colby College,
University of Rochester and Ashford University, the early returns
prove collaboration spurs the desired results.
25%
Internships sourced by alumni
and parent referrals
Colby College 2015-2016
Establishing a broadly engaged alumni base correlates to increased
career opportunities for students, so the first step in creating job
shadowing, internship and job postings sponsored by alumni is to
create a variety of volunteer outlets.
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2013 2014 2015 2016
Students Utilizing Counseling & Mentoring
Placement in Stronger Graduate Schools
Internships from Alumni & Parents
Job Placement Rates

15. CREATING CAREER &
VOLUNTEER OPPORTUNITIES
With technology improving accessibility, decentralized alumni can
share their experiences and provide guidance to students remotely
through webinars, virtual coffee chats and online forums. The
prospect of digital volunteering enables institutions to initiate yet
another form of alumni participation: microvolunteering.
Traditionally, alumni relations offices would have to depend on
activating large populations of alumni in broader programming such
as giving days and on-campus networking events. But digital
opportunities allow institutions to engage alumni in sessions and
events that are more convenient for them. They cut out the hassle of
coordinating travel and housing for alumni, and give colleges and
universities the ability to involve alumni in programming
year-round.
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16. CREATING CAREER &
VOLUNTEER OPPORTUNITIES
The most consistent trend in developing new ways for alumni to
engage with their institution is through leveraging their time and
talent. Playing to time and talent allows colleges and universities to
bring alumni back to campus for networking events, panel
discussions, executive-in-residence programs and mentoring.
Alumni relations and career services professionals collaborating
with one another have all pointed out that the time and talent
approach increases young alumni engagement. Ultimately, time and
talent leads to greater success nurturing the third “T”: Treasure.
Testani and his colleague, Assistant Director for Student/Alumni
Engagement Programs Michelle Marks-Hook, state that young alumni
who give back through career-related initiatives give back
financially once they’re in the position to do so.
To fully maximize alumni availability and expertise, institutions like
Longwood University are providing digital volunteering
opportunities as well.
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TIME + TALENT = TREASURE

17. CREATING CAREER &
VOLUNTEER OPPORTUNITIES
Digital and microvolunteering also allows alumni relations and
career services to cater to career interests of each individual
student. While subject matter associated with traditional career
programming is developed to attract a broad audience of students,
digital and microvolunteering ensures institutions appeal to each
student by matching them with alumni working in more niche
industries.
As alumni relations and career services work together to provide a
variety of involvement opportunities they’re able to identify where
specific alumni can be most valuable. Depending on their experi-
ence, network and interests, alumni can participate in speaking
opportunities, volunteer their time for mentoring, and ultimately
sponsor job shadowing, internship and job opportunities.
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18. TAKEAWAYS
FROM EARLY
IMPLEMENTATION
SECTION 5
While the colleges and universities merging alumni relations and
career services are still in the early stages of implementation,
return on investment is already apparent and it validates the
undertaking of such an initiative.
In the next few pages, we’ll share some key takeaways from each
of the institutions CampusTap interviewed for the benefit of this
e-book.

19. SECTION 1
What Sund has noticed as she and her staff continue integrating is
that outreach to students and alumni around career initiatives leads
to greater affinity for the university. The next step for Ashford is to
dedicate specific staff to employer outreach and formalizing a
process for identifying how many alumni work at a specific
organization and which of those alumni are hiring managers who can
impact decisions regarding the hiring of students.
Sund’s advice to other colleges and universities undertaking similar
integrations: “The first thing you need to realize is that it’s all
connected. You can never think that the work you’re doing to
integrate and connect is going to be somewhat of a chore to identify
how things can align themselves. It all makes complete and utter
sense, because anything that you do for a student is going to be
remembered from a student perspective, and that will impact how
they participate and re-engage as an alum.”
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ASHFORD UNIVERSITY

20. At Colby, Lugo notes that the career center has evolved into an
everyday hub for students to gain career guidance and education on
available opportunities. Combining the efforts of alumni relations
and career services has created “the most robust Colby professional
network by giving those alumni that want to be engaged direct
access to students for mentoring and networking opportunities.”
“Everyone understands the power of networking, and if that access-
way to a powerful level of a mentor network goes through career
advancement and services, we’re going to get students exploring
their interest earlier,” he said. “We’re going to get them thinking
about meaningful internship opportunities earlier, and the data
shows that the earlier you start, the more career choices you’ll have.”
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COLBY COLLEGE

21. SECTION 1
Student and alumni engagement has increased at Longwood due to
career services and alumni relations aligning through the career
narrative that enables students to think of alumni as part of an outer
inner circle of people who are reachable just beyond their
parents, peers and faculty. Additionally, Catherwood speaks to the
importance of activating alumni to create content that educates
students on the career mapping process, what a valuable connection
is, how to leverage connections to gain an internship, and how to
build on an internship experience to get a job.
He also emphasizes the role of data and taking advantage of that to
create a structured process. Moving forward in year two of
Longwood’s implementation, Catherwood and his colleagues are
thinking about students as touch points similar to prospects in a
sales funnel. They’re deploying sales-oriented techniques to track
students who visit the career center in order to move them along the
career narrative and match them with alumni. The other aspect of the
initiative is to apply volunteer roles to a constituent database for
various career-related initiatives. This allows Longwood to review
alumni attendance records and use that engagement to reach out to
alumni and assign them to relevant opportunities.
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LONGWOOD
UNIVERSITY

22. SECTION 1
Regarding career competencies, Testani and Marks-Hook note that
students recognize the value more when alumni “bring life and color
to them.”
“Alumni bring relevance and reality to the competencies,” Testani
said. “We engineer natural interactions, but the reality is we’re
creating emphasis points on certain topics by positioning alumni
who can talk on those topics in an expert way.”
Rochester’s implementation also raises a crucial point, which is that
institutions may not have difficulty getting alumni volunteers
engaged but may have trouble matching alumni up to the right type
of opportunity based on their interests, background and availability.
“You have to be really smart about how you vet and match people up
to the right experience as alumni,” Testani explained. “We want to
create a specific type of experience for our students where we can
train them to take advantage of opportunities to network with the
right alumni.”
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UNIVERSITY OF
ROCHESTER

23. CONCLUSION
The alignment of alumni relations and career services is still in its
developing stages, but the use cases presented in this e-book prove
connecting students and alumni through the career narrative
increases engagement by providing a broader range of volunteer
opportunities in addition to fostering career opportunities such as
internships and jobs for students.
Additional Resources
CampusTap Blog
Ashford University CASE Presentation
NACE Blog
CASE Blog
HigherEd Live
About
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careers. With CampusTap, you can recruit alumni in meaningful mentor
opportunities, easily match them to students and alumni with similar
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Visit www.thecampustap.com to learn more.

24. ENHANCE YOUR
CAREER & VOLUNTEER
OPPORTUNITIES
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alumni initiatives and efficiently track
engagement.
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