Research

Wir blicken zurück, wie weit wir in den letzten 10 Jahren gekommen sind und was sich im Jahr 2024 geändert hat (oder gleich geblieben ist). Vor allem binden Unternehmen ihre ehemaligen Mitarbeiter weiterhin strategisch in ihr Talentmanagement und ihre Lebenszyklusplanung für Mitarbeiter sowie in die Unternehmensziele ein.

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This report shows an increased sophistication in program structure and indicates that bringing the corporate alumni program deeper into the business strategy will produce even greater results. For the first time, this year’s report dives into initial engagement data, giving further insights alumni managers can use. 

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This report is the most thorough and academic overview of the status of corporate alumni programs in 2022. The data shows that corporations are investing in programs and teams, as well as in resources as the world experiences the Great Resignation / the Great Reshuffle.

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This report takes a deep dive into how COVID-19 impacted the management of alumni programs. The data shows that as organizations continue to invest in the employee lifecycle, the returns only continue to grow, creating value for both the participant and the corporation, especially during challenging times.

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This report finds there is growing enthusiasm for corporate alumni programs as a long-term strategic initiative to engage talent for life. Yet the data shows that corporate alumni managers are still challenged in key areas as they seek ways to engage their alumni networks.

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This report finds more companies around the globe are proactively building or expanding alumni programs. The data shows that growth can be attributed in part to the evolving concept of the employment lifecycle. Furthermore, respondents weigh in on top business drivers, biggest challenges, success metrics and a wish list of what they’d do with unlimited resources.

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In this report, we collected and analyzed four years’ worth of surveys of Alumni Programs across the globe, ranging in size, industry and age. The data shows that companies that do not have formalized programs report the need to better engage alumni, especially when competitors are managing successful Alumni Programs.

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This report represents three years’ worth of surveying and analyzing Alumni Programs managed by leading organizations around the globe. The data shows four macro-trends influencing alumni programs: (1) the transition of Baby Boomers to retirement over the next decade, (2) the emergence of the Millennials as the largest component of the workforce and their interest in leveraging technology to stay connected, (3) the increased mobility and decreasing tenure of the workforce, and (4) the proliferation of social media as a publishing and broadcast medium.

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While corporate alumni management isn’t a new topic, many factors in recent years have driven the adoption of formal alumni networks worldwide. At the same time that companies strive to stay relevant, be competitive, and hire the best talent, social networking has amplified the voices of those both satisfied and dissatisfied with their tenure at their previous employer. This in turn has necessitated that companies adopt not only a cohesive approach to building and maintaining relationships with former employees, but that they are aware of and actively manage their talent brand.

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In the inaugural edition of our annual Corporate Alumni Benchmarking Report, we take a closer look at leading Corporate Alumni Networks around the world. The study explores a broad range of topics from business drivers and benefits to budgets and metrics for success.

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