Once again, the QS World University Rankings have left Pakistan’s higher education sector embrassed. In the 2026 edition, not a single Pakistani university made it into the top 350 globally. Reportedly, Quaid-i-Azam University came closest at #354, with NUST trailing at #371. On the other hand, India and China not only secured dozens of spots but also saw several institutions ranked among the global top 200.

The release of the QS World University Rankings 2026 confirmed a consistent trend: universities with strong alumni networks and employer engagement strategies performed significantly better than those without. The absence of any Pakistani university in the top 350, despite improved research numbers, underscores a crucial missing link—institutional relationships with alumni and employers.

This comparative analysis explores how countries like India, China, and others have leveraged alumni and corporate connections to climb the QS ladder, and why Pakistan’s weak performance correlates directly with neglect in this domain.

QS Rankings Methodology: Reputation is Half the Score

QS uses six key indicators. Two of them—Academic Reputation (30%) and Employer Reputation (15%)—together account for 45% of the overall score. These metrics are heavily influenced by:

Alumni presence in global leadership roles
Graduate employability and visibility
Institutional brand awareness among hiring organizations

In short, external perception, largely shaped by alumni achievements and employer feedback, is just as important as academic output.

Case Study: India’s IITs and Employer Reputation

India placed 11+ institutions in the top 350 of the QS 2026 rankings. IIT Delhi (#123) and IIT Bombay (#129) are leading examples of success driven by global alumni and corporate alliances.

Alumni Impact:

IIT alumni head companies like Google (Sundar Pichai), Twitter (Parag Agrawal), and Mastercard (Ajay Banga).
Active Pan-IIT chapters across the US, UK, and Middle East consistently promote brand IIT.
Alumni contribute to university development, research, and global visibility.

Employer Relations:

Strategic partnerships with firms like Infosys, Microsoft, Tata, and Google.
Industry-sponsored research and internships.
Employers invited to participate in curriculum development and placement strategy.

Result: High scores in Employer Reputation and consistent placement in top global rankings.

Case Study: China’s Tsinghua and Peking Universities

Tsinghua University (#14) and Peking University (#17) continue to rise due to well-managed alumni ecosystems and powerful corporate alliances.

Alumni Power:

Many Chinese political and business leaders are Tsinghua or Peking graduates.
Universities track and promote alumni in government, science, and technology.
Alumni actively fund research, innovation hubs, and faculty development.

Employer Collaboration:

Deep ties with tech giants like Alibaba, Tencent, and Huawei.
Industry-aligned innovation labs and talent pipelines.
Global employment opportunities for graduates are carefully curated and reported.

Result: Strong placement and recruitment outcomes feed into positive survey responses, pushing QS scores higher.

Case Study: National University of Singapore (NUS)

NUS (#8) has one of the highest employer reputation scores globally.

NUS alumni are C-level executives across Asia-Pacific.
The university hosts career fairs in partnership with multinationals, provides alumni mentoring programs, and maintains lifelong engagement platforms.
Employers participate in capstone project supervision, ensuring real-world skill development.

Pakistan: The Missing Networks

In stark contrast, Pakistani universities, despite producing capable graduates, remain absent from the QS top 350.

What’s Missing?

No structured alumni relations offices in most public sector universities.
No data collection on graduate outcomes, success stories, or global achievements.
No formal industry boards or employer advisory panels for curriculum development.
Weak presence in QS surveys due to low brand visibility outside the region.

While NUST and LUMS maintain some employer engagement, their alumni outreach remains disconnected and informal. Similarly, Hebei University (Baoding) is well-ranked in domestic and regional systems. Despite academic fulfillment, weak alumni-employer strategy keeps it off the QS radar—a stark contrast to top-tier Chinese institutions.

Result: Low or negligible scores in Employer Reputation, despite potential.

Why Alumni & Employer Relations Matter So Much in Rankings

Brand Recognition: Alumni holding global positions increase institutional name recall in QS surveys.
Survey Response Rates: Employers familiar with an institution are more likely to vote positively.
Graduate Outcomes: Positive employer experiences enhance institutional credibility.
Mentorship & Fundraising: Alumni often fund innovation centers or faculty positions, further boosting reputation.

What Pakistani Universities Can Do Differently

To improve global rankings, universities in Pakistan must:

1. Establish Dedicated Alumni Offices

Track career progression, global placements, and leadership roles.
Use LinkedIn analytics and CRMs to build data-rich alumni maps.

2. Launch Employer Councils

Involve employers in curriculum design, hiring practices, and research partnerships.

3. Participate in Reputation Surveys Strategically

Nominate satisfied employers and global academics to QS and similar platforms.

4. Celebrate Graduate Success

Share alumni achievements in media and QS documentation.
Feature notable graduates as brand ambassadors.

5. Report Graduate Outcomes

Develop graduate outcome reports and job tracking mechanisms to boost transparency.

Alumni & Employer Relations to boost QS Rankings

The QS World University Rankings are not just about citations or faculty numbers—they’re about how the world sees your graduates. Universities that build and nurture alumni pride and employer trust perform better, not just in QS but in global visibility, funding, and innovation. Several universities like Tsinghua, IIT Delhi, and NUS excel not just because they produce good students, but because those graduates—and the employers who hire them—tell their stories globally.

With focused attention on alumni and employer relations, Pakistan can break into the top 350—and eventually the top 100—where its academic potential truly belongs.

Sabahuddin Qazi

Mr. Sabahuddin Qazi is Editor-in-chief of the Press Network of Pakistan.