The Opportunity

Kalamazoo College is a selective, nationally known liberal arts college offering students a personalized, integrated undergraduate experience, known as the K-Plan, that interweaves a traditional liberal arts curriculum with individualized research and experiential educational experiences in both domestic and international settings. Founded in 1833, Kalamazoo College is one of 40 dynamic, Colleges That Change Lives, a group of colleges that excel at developing potential, values and initiative, and provide the foundation for success beyond college. The campus is located midway between Chicago and Detroit in Kalamazoo, Michigan, a metropolitan community of 335,000 that supports four college and university campuses along with numerous civic arts and cultural associations. Thirty-five miles from Lake Michigan, the area offers many opportunities for outdoor activities.

The Position

Role of the Director of Career and Professional Development for Kalamazoo College

Reporting directly to the provost, the director of the Center for Career and Professional Development (CCPD) provides strategic and visionary leadership to advance the career preparation and success of all undergraduate students and recent alumni. The director leads a team of five staff members focused on delivering scalable and equitable programs and services that leverage individual talents, technological solutions, innovative ideas, and collaboration with numerous campus partners in experiential education, academic affairs, advancement, alumni engagement, and admissions to expand students’ experience, and help all Kalamazoo students build the networks and confidence necessary to propel aspirations into tangible, post-graduate pursuits. As the department’s chief ambassador and spokesperson, the director is responsible for designing, expanding, and sustaining strategic relationships with employers, alumni, and other partners in the extended college community to support CCPD’s mission. The CCPD, a core unit contributing to Kalamazoo’s deeply-rooted institutional commitment to experiential education, works closely with faculty and colleagues in international programs, community engagement, student involvement, intercultural student life, and social justice leadership to provide and support student experiences that prepare graduates to better understand, live successfully within, and provide enlightened leadership to a richly diverse and increasingly complex world.

Additional responsibilities of the director include:

  • devising and communicating a clear strategic plan for the department that delineates a comprehensive approach to career and professional development, that resonates with undergraduates, and that garners the support of internal and external partners;
  • incorporating current and emergent best practices as well as assessment initiatives into CCPD programs and services;
  • implementing an active outreach plan to engage and respond to the needs of minoritized students and recent alumni;
  • sustaining the focus on innovative experiential opportunities as a distinctive quality of the K-Plan and as an integral part of career preparation;
  • advocating for internship policy development that will assure broad access and engagement of students across all identities and academic and career interest areas;
  • contributing thought leadership as a member of the provost’s management team;
  • ensuring effective stewardship of the department’s budget, including gifts and restricted accounts.

History of the Position

For a period of ten years, Joan Hawxhurst served as director of the Center for Career and Professional Development at Kalamazoo College. She is credited with building the department into a strong unit. Hawxhurst retired in late May of 2019 and Valerie Miller, CCPD associate director, was named as interim director in June of 2019. At that time, Kalamazoo was awaiting the arrival of its next provost and the decision was made to not immediately launch a search for a permanent successor to Hawxhurst.

Danette Ifert Johnson arrived as provost in July of 2019, and immediately began the work of assessing and supporting both administrative and academic units within the division of Academic Affairs. In an effort to help evaluate the current state of affairs and look towards the future, Johnson engaged two well-respected career development leaders to conduct an external review of CCPD. The external review has helped to shape the provost’s and CCPD staff members’ understanding of both strengths and opportunities awaiting the next permanent director.

The College initiated a search for a new director in February 2020, however halted that process a few weeks later upon determining a search partner could support a more robust national recruitment process.  Spelman Johnson launched a renewed search effort on May 18, 2020.

Opportunities and Challenges of the Role

The next director of CPPD will demonstrate leadership, vision, and influence in addressing the following opportunities and challenges that await at Kalamazoo.

  • Bring a passion for the liberal arts coupled with the expertise and innovative spirit needed to design and implement comprehensive career development and experiential services that will support students throughout their four-year undergraduate degree and prepare them for success in an ever changing market reality.
  • Forge a strong working relationship with the provost to advance the integration of CCPD into the academic experience, mobilize faculty as partners, and sustain Kalamazoo’s prominence as an institution dedicated to “rigorous liberal arts scholarship and opportunities for experiential education in both domestic and international settings.” The director of CCPD must establish themselves as a key thought leader on campus who is equipped to bring theory and practice to bear on academic policies and student experience that will support successful transitions into employment or graduate and/or professional degree programs.
  • The new director will need to conduct an initial period of assessment focused on building relationships with current staff as well as shaping an understanding of CCPD current operations and capacity—including recent innovations involving remote delivery of services brought about due to COVID-19 realities—consulting with campus stakeholders, and reviewing recommendations provided by the recent external review in an effort to lay the foundation for a strategic plan that will guide the forward direction of the department.
  • Strengthening CCPD’s contributions to reimagining the K-Plan and the role of experiential learning as part of the Andrew W. Mellon Foundation grant while working collaboratively with the College’s Experiential Education Committee and key partners leading the Arcus Center for Social Justice Leadership, Center for International Programs, Center for Environmental Stewardship, and Center for Civic Engagement will be an important priority. CCPD and its new director are poised to take a greater leadership role in advancing both access to, and coordination of, internship opportunities as well as assessment of learning in light of possible policy changes involving the awarding of academic credit and overall quality of internships.
  • In developing a strategic plan for CCPD, the director will need to forge intentional partnerships with campus colleagues supporting the Shared Passages Program—the curricular thread that integrates features of the K-Plan into first-year seminars, sophomore seminars, and senior seminars—to add value to learning experiences designed to support students throughout their four years at Kalamazoo, maximizing traditional classroom, experiential opportunities, and career readiness initiatives for future success.
  • Continue efforts to highlight, leverage, and expand CCPD’s work with existing academic allies in computer science, business and economics, chemistry, anthropology and sociology, theater, and English with the goal of establishing broader connections across all academic departments that will benefit students and their ability to better translate the competencies of their liberal arts education into marketable skills, an experience keenly valued by employers in an evolving economy.
  • Maintain a strong equity lens when implementing programs and services that will meet the needs of all students at Kalamazoo, including first-generation, Pell eligible, and individuals of minoritized communities.
  • Communicate regularly with advancement and alumni engagement staff with the goal of establishing sustainable donor funded initiatives in support of career readiness goals and objectives. Build strong donor relationships that recognize the impact of gifts and contribute to ongoing strategic priorities of CCPD.
  • Foster active engagement of alumni in support of CCPD programming, mentoring and networking initiatives, career immersion experiences, internship development, and active recruitment of Kalamazoo graduates.
  • Design scalable programs and services to meet student and alumni needs by maximizing available technology, including Handshake, Wisr, VMock, podcasts, etc. Continuously scan the environment for cost-effective technological solutions that will facilitate strategic CCPD objectives and/or afford a seamless integration of numerous technologies through a single portal.
  • Work with campus colleagues on elevating student employment opportunities throughout the College as a means to develop and demonstrate critical pre-professional skills. The director as a career development expert can influence and train campus supervisors in shaping meaningful work experiences designed to build competencies among students and support the articulation of these capabilities when vying for competitive internships, summer opportunities, continued education, and/or post-degree employment. Reframing student employment as complementary to a student’s education is a worthy endeavor for the next director.
  • Advocate for resource and staff needs that will propel the ongoing success of CCPD, recognize the contributions of dedicated personnel, and support continued professional development.

Measures of Success

The items listed below will define the new director’s success throughout the first and second year of employment at Kalamazoo.

Strategic Plan

Establishing a strategic plan that will guide the forward momentum of CCPD is essential. During the first year, the director will need to build a deep appreciation for CCPD’s current mission, operations, programs, services, and personnel. Additionally, the director will need to consult with appropriate campus internal partners to gather their perspectives and gain insight into how the work of CCPD dovetails with institutional strategic priorities, the reimagining of the K-Plan, and integration of career readiness throughout the Shared Passages Program. With departmental and campus-wide inputs, in their first year the director must lead and shape a deliberative and collaborative process of defining CCPD’s strategic plan, ensuring its approval and support by both the provost and president. During the second year of service at Kalamazoo, the director must be equipped to educate others on the CCPD’s mission and strategic plan while actively cultivating support and invested partners in the creation of a broad-based, career eco-system.

Support Valued Contributions to the Shared Passages Program

Success will also require that the director build a strong working partnership with the associate provost and others engaged in the design and delivery of the Shared Passages Program in which all first-year, sophomore, and senior students participate. Evidence of leadership, vision, and follow through integrating and leveraging the capacity of CCPD to help drive connections for students between the  developmental, pedagogical, experiential, and intellectual components of their liberal arts experience while strengthening career readiness, the acquisition of key marketable competencies, the construction of professional networks/communities, and the self-confidence needed to effectively translate aspirations into post-graduate success. The director as well as other CCPD staff must be visible and engaged advancing curricular objectives of first-year, sophomore, and senior seminars and be recognized as valued partners in these distinctive academic endeavors.

Build a Strong Partnership with Advancement and Alumni Engagement

Throughout the first year in the role, the director must make a concerted effort to build a close, collaborative working relationship with colleagues in Advancement and Alumni Engagement. This will be instrumental in optimizing the use of Wisr and potentially other technology for networking purposes and devising, directing, and expanding alumni engagement in support of CCPD strategic priorities. As the College is moving forward with its fundraising campaign to support the strategic plan—Advancing Kalamazoo College: A Strategic Vision for 2023—the director will want to seize opportunities to help shape fundraising opportunities in concert with institutional and CCPD priorities.

Become an Integral Member of the Experiential Leadership Group

Clearly establish CCPD as a member of the K-Plan experiential education core leadership at Kalamazoo. In particular, the director of CCPD must articulate an understanding of and vision for the importance of CCPD internships and externships as part of the curricular components that distinguish a Kalamazoo education. The director of CCPD will need to forge and demonstrate productive, cooperative relationships with the Center for Civic Engagement, as well as the Center for International Programs—with whom CCPD shares a close, proximate location—and with the Arcus Center for Social Justice Leadership and the Center for Environmental Stewardship to identify shared objectives and synergies as students are supported in efforts to build capacity, gain perspective, and integrate experiential, out-of-classroom learning into their overall educational experience as they advance academically and professionally towards graduation and success throughout their evolving career. This work is central to the reimagining of the K-Plan and institutional strategic priorities that are currently underway.

Qualifications and Characteristics

An advanced degree in higher education administration, counseling, business, or related discipline and a record of progressive professional experience in career services, experiential education, student affairs, corporate recruitment/talent management, business, or development are required. The successful candidate will possess proven supervisory experience with full-time professional staff, coupled with a demonstrated knowledge of career development best practices, contemporary job search strategies, market trends, workforce priorities across a broad spectrum of corporate and non-profit organizations, and familiarity with evolving recruitment processes including the use of technology.

A strong belief in a liberal arts and science education coupled with the ability to communicate the value of a liberal arts-based skill set enhanced through intentional experiential opportunities and its relationship to career readiness and success are essential. A combination of experience that includes some professional employment in corporate, entrepreneurial, or non-profit management, as well as higher education administration is highly desired. Additional professional competencies that will be considered in the selection of the director of CCPD include: strong visioning, strategic planning, and data-informed decision-making ability; experience motivating, facilitating, and supporting collaboration across departmental boundaries and working effectively with both internal and external constituencies; experience leading change and cultivating innovation; commitment to inclusive excellence; and evidence of grant writing or fundraising experience.

Kalamazoo stakeholders also indicated that the following experience, skills, and attributes would be attractive in a successful candidate:

  • Strong leadership capabilities—the ability to define and implement a strategic vision, call others to action, and inspire individuals up, down, across, and beyond the institution to actively support the mission and objectives of the department.
  • Be nimble—able to move from strategic to tactical with ease; willing to roll up one’s sleeves to be a very engaged leader who views themselves as an integral member of a team.
  • Must possess a depth of relevant experience and knowledge regarding best practices in the field of career services—be readily viewed as a subject matter expert, capable of cultivating relevant skills and competencies among college students.
  • Be an entrepreneurial thinker, self-starter, and solution oriented—able to generate innovative ideas and approaches.
  • Project a welcoming, approachable personality that invites engagement by others—be they students, faculty, alumni, employers, or other campus colleagues.
  • Hold a deep understanding of experiential education and its many proponents and opportunities.
  • Bring a consultative approach to relationships—ready to brainstorm ideas and strategies, as well as offer potential solutions to problems.
  • Have a high degree of technology fluency—be eager to learn and adopt new technologies and devise ways in which technology can better leverage and scale resources, programs, and services.
  • Foster and welcome collaborative partnerships that create seamless learning experiences for students.
  • Be committed to inclusive excellence and bring an appreciation for issues of identity and the intersectionality of multiple identities that impact today’s students and inform their world view.
  • Demonstrate a record of advocacy for staff and the ability to cultivate a positive team culture that optimizes individual and group performance while affording individuals reasonable autonomy to exercise their strengths to achieve professional responsibilities and objectives.
  • Be equipped to lead during times of stress, including throughout the COVID-19 pandemic and what may be a lengthy recovery period to follow, which will have obvious impacts on evolving career development needs of students facing a challenging economic market.

Overview of the Center for Career and Professional Development

In support of the Kalamazoo College mission to “prepare its graduates to better understand, live successfully within, and provide enlightened leadership to a richly diverse and increasingly complex world,” the Center for Career and Professional Development creates meaningful connections to the world of work, empowering Kalamazoo College students to explore, identify, and pursue their diverse interests, values, and passions, and to develop a framework of skills, networks, and knowledge for successful lifelong career planning and professional development.

CCPD groups its programs, services, and resources around the following themes:

Exploration and Goals

  • Four year Career Development Plan
  • Career Coaching
  • Career Assessment
  • Industry and Salary Research
  • Defining Success
  • K-Treks – Career Immersion Experiences

Gaining Experience

  • Externships
  • Internships
  • Campus Employment
  • Skill Building
  • Winter and Summer Break Opportunities

Finding a First Destination

  • Using Handshake
  • Step-by-Step Job and Internship Search Support
  • Recruiting Expo/Career Fair (October)
  • Graduate School
  • Resources for International Students
  • Gap Year and Service
  • First Destination Data

Navigating the Application Process

  • Resumes and Cover Letters
  • Interviewing
  • References and Recommendations
  • Dealing with Rejections

Building Connections

  • Wisr
  • Networking
  • Find a Mentor
  • Passions to Professions Series
  •  Contacting Alumni


  • Career Summit
  • Recruiting Expo
  • Confident at Commencement

In response to COVID-19, CPPD staff quickly pivoted to a virtual format, introducing a specially designed Resource Hub and weekly programming to support students as they “design a new normal.”

Organizational Structure

At present, CCPD has a relatively flat organizational structure which may evolve with the vision of new leadership. During the course of the search for a new director, Valerie Miller has shifted her responsibilities from associate director with a primary focus on employer relations and alumni engagement initiatives to that of interim director with administrative oversight of the entire department. Additionally, Rachel Wood, former assistant director has stepped up to assume broader responsibilities as interim associate director. Current staff assignments and key duties are summarized as follows:

Interim Director (Valerie Miller)

  • Administration of department (interim)
  • Supervision of staff (interim)
  • Development/management of the Career Summit and the Alumni Advocacy Network (interim)
  • Management of student engagement data (interim)
  • Alumni engagement around student career development
  • Development/management of multi-day K-Treks
  • Employer relations strategy, outreach and evaluation

Interim Associate Director (Rachel Wood)

  • Career coaching
  • Development/implementation of career programming, events and presentations
  • Development/management of Confident at Commencement Series
  • Website maintenance
  • Promotion and marketing for department
  • Administration of Handshake and Wisr platforms
  • Administration of First Destination Survey
  • Development/management of a one-day K-Trek

Assistant Director (Jackie Srodes)

  • Career coaching
  • Development/implementation of career programming, events and presentations
  • Development/management of the mock interview program
  • Supervision of career associates (student workers)

Assistant Director for Experiential Opportunities (Richard Sylvester)

  • Career coaching
  • Development/implementation of career programming, events and presentations
  • Development/management of the externship program
  • Management of internship stipends
  • Management of campus employment
  • Development/management of a one day K-Trek

Operations Support (Keri Bol)

  • Management of employer and job approval process in Handshake
  • Management of annual recruiting expo (interim)
  • Supervision of office assistants (student workers)
  • Support for K-Trek development

For additional information about CCPD, visit:

Institution & Location

Institutional Overview

Institutional History

Founded in 1833, Kalamazoo College is among the 100 oldest colleges and universities in the nation.

Kalamazoo College is a premier liberal arts institution founded by visionary Baptists in 1833 as The Michigan and Huron Institute.

It all started when a young minister named Thomas Merrill arrived in Michigan with $7.00 and a plan to establish a Baptist college on the frontier. In 1833, with the ambitious assistance of Judge Caleb Eldred, Merrill’s dream became real, and the history of Kalamazoo College formally began.

The institution changed its name to Kalamazoo College in 1855, when it earned the ability to grant degrees. In the years that have followed, the College has gone through many eras of growth and change. Buildings, personalities, and academic programs have come and gone. Through it all, Kalamazoo College has maintained a tradition of excellence second to none among liberal arts colleges.

Today, the College operates independently, acknowledging its historic link with the American Baptist Church.

About Kalamazoo, MI

Students connect academic work and off-campus experiences in the city of Kalamazoo to allow themselves the most growth. And because K’s location is in the Kalamazoo-Portage metropolitan area with more than 335,000 people, those experiences are short walks or a bus ride away—in laboratories, social service agencies, primary and secondary schools, financial institutions, businesses large and small, medical offices, arts organizations and museums, and city and county government.

The College maintains a close and active involvement with the Kalamazoo community, which supports among other cultural activities, a symphony, the Gilmore Keyboard Festival, a chamber music society, an annual Bach Music Festival, an art institute, a Northwoods League baseball team, a professional hockey team, a nature center, and numerous theaters and movie houses. Year-round festivals, a monthly gallery-to-gallery Art Hop, and a wide variety of restaurants bring additional diversity to the city.

Kalamazoo contains all the advantages of a big city with the intimacy of a small town. For an occasional sense of something larger, Kalamazoo is only 140 miles from Detroit or Chicago (and only 35 miles from Lake Michigan). Several major airlines serve the Kalamazoo/Battle Creek International Airport, and Amtrak service is available several times a day.


The mission of Kalamazoo College is to prepare its graduates to better understand, live successfully within, and provide enlightened leadership to a richly diverse and increasingly complex world.


Kalamazoo College values academic rigor and all components of a liberal arts education embodied in our K-Plan; inclusion and equity; residential experiences for students that contribute to their growth as leaders; sustainability; and mission-driven creativity and innovation.


By fulfilling the priorities set forth in “Advancing Kalamazoo College: A Strategic Vision for 2023,” K will become the definitive leader in integrating academic rigor with life-changing experiential education in a values-driven community.

Strategic Plan

By fulfilling the priorities set forth in “Advancing Kalamazoo College: A Strategic Vision for 2023,” K will become the definitive leader in integrating academic rigor with life-changing experiential education in a values-driven community.

The plan has four primary components:

Curriculum and Co-curricular Programs

  • Kalamazoo College is distinctly positioned to prepare students for work and life in a diverse and increasingly complex world. During the next five years, the College will advance existing programs and identify new opportunities to help students craft their own unique K-Plans.
  • This component of the strategic plan outlines the importance of study abroad, civic engagement, and preparing students for “Life After K” as even higher priorities for the College in the years ahead. Opportunities for all students to participate in internships, externships, K-Treks, and other professional development experiences will be expanded and financially supported.


  • Kalamazoo College is more than a collection of buildings and an endowment; it is a community of students, faculty, staff, and alumni who are committed to making it an exceptional place to learn, live and work. During the next five years, the College will invest in its people and implement programs that foster an inclusive and supportive campus for students, faculty and staff.
  • In many respects, the value of a Kalamazoo College education is best exemplified by its alumni. The paths they take after leaving K are a direct reflection on the College. Keeping alumni connected with the College—“Life With K”—will remain a high priority. Programs will be developed and technology will be used that contribute to the personal growth and development of alumni while also benefiting the College.


  • During the next five years, instructional spaces will be modernized and technology will be upgraded to encourage active, engaged learning. The College will improve facilities that support healthy co-curricular programs, including athletics. In addition, K will develop a plan for major residence hall renovations to accommodate a student body of 1,500.


  • Kalamazoo College must build a stronger endowment to support priorities in this plan and to provide a sustainable source of revenue for years to come.
  • Keeping K affordable for talented students, regardless of their economic means, is critically important. In addition to providing tuition support, we will seek to increase our endowment in order to facilitate the full participation of our students in all elements of the K-Plan. Civic engagement, study abroad, independent research and career development experiences, coupled with the academic rigor that defines the College, prepare our students for “Life After K.”

Institutional Leadership

Dr. Jorge Gonzalez, President

Jorge Gonzalez has served as president of Kalamazoo College since July 2016. Previously, he served as Occidental College’s vice president for Academic Affairs and dean of the college from 2010 until 2016, and he was a member of the Trinity University faculty for 21 years (1989-2010). Gonzalez served as chair of Trinity’s economics department for nine years and as special assistant to the president from 2008 to 2010. At Trinity, he played an important role in the internationalization of the curriculum, the creation of faculty-led study abroad experiences, the development of an open access policy for faculty scholarship, and the implementation of new interdisciplinary initiatives. He served as an American Council on Education Fellow at Pomona College in 2007-08. At Occidental, he focused on providing strategic direction to the academic program, enhancing the academic policy structure, and working with external constituents to advance the goals of the College.

A graduate of the Monterrey Institute of Technology in Monterrey, Mexico, Gonzalez earned his master’s degree and Ph.D. in economics from Michigan State University. He has published extensively on such topics as foreign investment, undocumented immigration, international trade in the Americas, the Mexican financial system, and the political economy of U.S. trade and immigration legislation. A winner of Trinity’s top teaching award, he has taught courses in micro- and macroeconomics, international trade, economic development, and the economies of Mexico and Spain.

Gonzalez has presented his research findings at professional conferences in North, Central, and South America, Europe, Africa, and Asia. He is often invited to speak to companies, organizations, and community groups about the Mexican economy, and is frequently sought out for media interviews. He has been on the Board of the Flintridge Preparatory School (La Cañada, CA), KIPP Aspire Academy – San Antonio, the Asociación de Empresarios Mexicanos – San Antonio, the Greater San Antonio Chamber of Commerce, and the World Affairs Council of San Antonio. He served as the President of the International Trade and Finance Association during 2014. He is currently the President of the Board of the F.W. and Elsie L. Heyl Science Scholarship Fund and serves on the boards of the Annapolis Group, the Council of Independent Colleges, Bronson Healthcare Group, Kalamazoo Community Foundation, and the W.E. Upjohn Institute for Employment Research.

Danette Ifert Johnson, Provost

Danette Ifert Johnson joined Kalamazoo College as its provost in July of 2019. As the College’s chief academic officer, Johnson has oversight of all educational affairs and activities, including academic personnel and programs. She also oversees academic administrative areas including Athletics, the Center for Career and Professional Development, Information Services, Institutional Assessment and Faculty Grants, the Center for International Programs, the Registrar’s Office, the Center for Civic Engagement, the Arcus Center for Social Justice Leadership, Health Professions Advising, Graduate Fellowships Advising, and co-oversight of Academic Advising/First-Year Experience.

Johnson previously served as vice provost at Ithaca College where she was a tenured professor. She also served as the inaugural director of Ithaca’s Integrative Core Curriculum. In announcing her appointment, Kalamazoo College President Gonzalez cited her long record of teaching success and considerable scholarly accomplishments.

An alumna of West Virginia Wesleyan College, Johnson served her alma mater as president of the Alumni Council and a member of the Board of Trustees. She has been a faculty member at West Virginia Wesleyan and Texas Tech University in addition to Ithaca College. She served as the executive director and president of the Eastern Communication Association (ECA), which honored her as a distinguished teaching fellow and distinguished research fellow.

Johnson earned her bachelor’s degree in speech communication and history from West Virginia Wesleyan College, a master’s degree in educational psychology from West Virginia University, and her master’s degree and Ph.D. in communication studies from Northwestern University.

Organizational Chart for the Division of Academic Affairs

The Student Body

Kalamazoo College enrolls 1,491 students from 38 states and 33 countries. Thirty-four percent of students are domestic students of color; eight percent of degree-seeking students are international students; 15 percent of students are the first in their families to attend college; and 22.8 percent of students who file the Free Application for Federal Student Aid (FAFSA) receive a Pell Grant.

K seeks talented students from diverse backgrounds who are looking for the academic and personal challenges that are offered in a Kalamazoo College education. Admission is very selective and is offered to those applicants whose academic and personal qualities promise success.

Academic Programs and Faculty

Kalamazoo College has 100 full-time faculty members, 96 percent of whom hold a Ph.D. or the highest degree in their field. Teaching is the most important responsibility of the faculty.

Kalamazoo College’s faculty of nationally and internationally respected scholars is dedicated to developing the strengths of every student, preparing them for lifelong learning, career readiness, intercultural understanding, social responsibility, and leadership.

  • 13:1 student-to-faculty ratio
  • 79 percent of faculty are tenured/tenure-track
  • 53 percent of faculty are women

K is committed to building a diverse faculty that reflects the ever diversifying student body and the diversity of the world around us.

At Kalamazoo College, student-faculty interaction goes beyond the classroom to include working together on research projects, college committees, and community projects. The connections students and faculty form last well beyond graduation.


Since 1962, Kalamazoo College has offered a nationally-recognized curriculum called the Kalamazoo Plan (nicknamed the K-Plan), an undergraduate experience of rigorous liberal arts scholarship and opportunities for experiential education in both domestic and international settings. The K-Plan is a four-part, integrated approach to an excellent education in the liberal arts and sciences:

  • Rigorous academics–depth and breadth
  • Study abroad-international and intercultural experience
  • A hands-on education–learning through experience
  • Senior individualized project–independent scholarship

Shared Passages Program

The Shared Passages Program is a curricular thread that integrates features of the K-Plan. Required in the first, sophomore and senior years, Shared Passages courses provide a developmental, pedagogical and intellectual arc to the liberal arts experience and create a “backbone” to an effective, flexible, liberal arts education in which the whole is greater than the sum of its component parts.

  • First-Year Seminars

First-year seminars constitute the gateway to the K-Plan and to college life for entering students, while also serving as the foundation of the Shared Passages Program. First-year seminars are primarily designed to orient students to collegiate learning practices, with particular emphasis on critical thinking, writing, and speaking.

  • Sophomore Seminars

The sophomore seminar is the second component of Shared Passages and comes at a critical moment of challenge and opportunity in students’ journeys through the K Plan. Sophomore seminars provide a vital link between students’ entry to the K experience and their other landmark K experiences— advanced work in the major, study abroad and a SIP.

  • Senior Seminars

Senior seminars are the culmination of the Shared Passages Program.  Senior seminars provide a unique opportunity for students to reflect on their K-Plan, craft a narrative of their education, and explore the relevance of the knowledge and skills they’ve developed for their post-graduation lives.

Departments and Programs

An innovative and integrated approach to academics allows students to shape their own path in the liberal arts and sciences as an undergraduate at Kalamazoo College. At the core of the K-Plan is the opportunity for students to draw on 30 majors, 22 minors, five special programs, and 13 concentrations to customize their experiences for a highly personalized approach to their college education. With Kalamazoo’s open curriculum, students are not required to follow a prescribed list of general education courses

Benefits Overview

Benefits at K include, but are not limited to the following:

  • Healthcare
  • Dental
  • Vision
  • Flexible Spending Account
  • Retirement Savings
  • Life and Disability Insurance
  • Tuition Support

For a more detailed look at K benefits, visit the website at

Application & Nomination

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Valerie B. Szymkowicz at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Kalamazoo College website at

Kalamazoo College encourages candidates who will contribute to the cultural diversity of the College to apply and to identify themselves if they wish. An equal opportunity employer, Kalamazoo College is committed to equal rights, equal opportunities, and equal protection under the law.