HR policies and governance for Alumni associations: who tells the alumni office what to do
An alumni office often answers to the institution and to elected alumni at once. A few short written rules on who decides what spare a small paid team from conflicting orders.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsWhy HR policies and governance matters in alumni associations
The alumni relations officer sits in the campus administration block, draws a salary from the institution and takes calls from the president of the association in the evening. One asks for the newsletter to carry a campaign, the other wants it held back. The officer says yes to both and then pleases neither. Over time, the habit of avoiding the argument becomes the way the office works.
Governance in a small body can be a page and a half. It says who employs the staff, who sets priorities, what volunteers can ask for directly, how leave and conduct are managed and who settles a clash. It is agreed once by both parties and reviewed when the committee changes. The wording should be checked with a qualified professional before it is adopted.
How to set it up
1. Write down the facts of employment
State who employs each person, who pays them, where the office sits and whose rules on conduct and leave apply. Many conflicts begin with an unclear answer.
2. Name the person who sets priorities
Choose one senior, such as the registrar or a joint secretary, who agrees the monthly plan with the alumni committee. Others raise requests through this person.
3. Define what volunteers can ask directly
List small requests that need no approval, such as a data check, and bigger ones that go through the monthly meeting. Share the list with batch leaders.
4. Set basic conduct and confidentiality rules
Cover how member data is handled, who may see it and what staff do when asked for contact details. Take advice before finalising the wording.
5. Agree how clashes are settled
Name a small group, such as the registrar and the association president, who decide when two seniors disagree. Record decisions in a simple note.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask three staff members who employs them and see whether the answers match.
- Look at the last month and count the requests that came directly from volunteers.
- Check whether the member data rules are written and known to all.
- Find out who settled the last disagreement between the institution and the committee.
GullyHR can do this with you. Read how we approach HR policies and governance in general, or share your requirements and we will tell you where to start.
Questions owners ask
Not for a team of a few people. A short document covering employment facts, priorities, volunteer requests, conduct and clashes is enough. It can grow as the office grows.
The person who sets priorities, with a copy for the staff and the committee. Review it after each election, so new office bearers understand how the office works.
A short note that they have read the working arrangement is useful, especially on handling member data. Ask a qualified professional for suitable wording, and keep it simple and polite.