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Review of Graduate Student Research by the Institutional Review Board (IRB)

What is the IRB?

The IRB is a committee of scientists, non-scientists and community members. At the UW and other universities, the IRB reviews research proposals to protect the rights and welfare of human research subjects who participate in research activities conducted under the auspices of the University.

When is IRB review required?

If the proposed study meets the federal definition of research…

“A systematic investigation, including research development, testing and evaluation, designed to develop or contribute to generalizable knowledge.”

and…

If the proposed study involves “human subjects,” defined as “a living individual about whom an investigator (whether professional or student) conducting research obtains: 1) data through intervention or interaction with the individual; or 2) identifiable private information.”

Why is IRB review necessary?

IRB reviews help ensure the safety and protection of research subjects, as well as the ethical conduct of research that involves human subjects.

The IRB review must determine that all of the following requirements are satisfied.

  • Risks to subjects are minimized.
  • Risks to subjects are reasonable in relation to anticipated benefits.
  • Selection of subjects is equitable.
  • Informed consent will be sought from each prospective subject or the subject’s legally authorized representative.
  • Informed consent will be appropriately documented, in accordance with, and to the extent required by HSS regulation 46.117.
  • The research plan makes adequate provision for the monitoring of data collected to ensure the safety of subjects.
  • There are adequate provisions to protect the privacy of subjects and to maintain the confidentiality of data. When some or all of the subjects are likely to be vulnerable to coercion or undue influence, such as children, prisoners, pregnant women, mentally disabled persons or economically disadvantaged persons, additional safeguards have been included in the study to protect the rights and welfare of these subjects.

How does the IRB evaluate research proposals?

The IRB reviews and responds to proposals at three levels, depending on the type of research proposed.

Exempt: Six categories of research involving human subjects qualify for exemption from federal regulations governing the protection of human subjects. A determination of eligibility for exemption must be made by the IRB or its designee. Exempt research must also comply with state laws, UW policy, and conform to sound research ethics/principles.

Expedited (minimal risk): An “expedited” review procedure can be used when research has been determined to be of “minimal risk” to subjects (i.e., “poses no more risk to subjects than would be encountered by the average person in his/her daily activities”) and involves only the procedures listed in the federally described categories of expedited review. All federal, state and local regulations must be taken into consideration. The standard requirements for informed consent (or its waiver or alteration) apply.

Expedited reviews may be carried out by the IRB chair, an IRB co-chair, or by one or more experienced reviewers designated by the chair from among members of the IRB.

Full IRB review: Research that does not qualify as exempt or for expedited review must undergo a full review by a quorum of IRB members. The application process is the same as for expedited review; however, it is recommended that researchers allow two to four months from the time of submission until approval. Researchers should also be aware that the initial full review process frequently does not result in an outright approval of the research; minor or major revisions and written clarifications are often requested.

How can I get help?

The Human Subjects Division (HSD) website is designed to help you decide whether or not you need review and has detailed instructions on how to apply.

If you have questions or need additional assistance, you can contact HSD directly.

This Mentor Memo was developed in collaboration with the Human Subjects Division.

Working the Room

At some point in your graduate career, you will have the opportunity to mingle with others informally at conferences, departmental colloquia, social hours, and other events — it’s inevitable. If you find these situations uncomfortable, you’re not alone. Read on to learn how to “work a room” with confidence, poise and style. The result could be identifying contacts and information that can help you reach your goals.

Getting ready

Attend as many receptions and networking events as possible so you can practice working a room before it really counts. Make or order some business cards to distribute at the event. Prior to an event, collect information about it and the venue. Brush up on your current events so you sound intelligent and well-rounded; web surfing can be an easy way to do this. Prepare a short personal script so you can confidently introduce yourself — without sounding “scripted.” Consider writing a 10-second and a 60-second summary of your teaching and/or research so that you can speak about it confidently and consistently.

Looking good

Dress appropriately for the occasion. If you’re not sure what to wear, ask a colleague or check the event website for attire instructions and photos from previous events — or, err on the side of safety by dressing up more rather than less. Try to limit how much stuff you bring. For example, you don’t want your backpack to fall off your shoulder and spill wine all over somebody. Write and display your name tag clearly.

Managing the munchies

Remember, your main goal is to make contacts. Don’t camp out at the refreshment or beverage table. Think small — stick with small foods that are easy to eat, limit your plate to a small amount of food, take small bites and drink alcohol in moderation. Try to leave your right hand free and dry so you can shake hands; you might even consider keeping a napkin in your pocket so you can periodically clean and dry your hands.

Jumping in

If you don’t want to look like a loner, make eye contact with somebody in a group that includes a familiar face or a group with a physical gap. Approach the group and then, as appropriate, shake hands firmly, introduce yourself in one to two sentences at most, and start short conversations about non-controversial topics. If it becomes clear a group doesn’t want to include you, don’t take it personally. Find another group, start your own by finding other individuals who are wandering aimlessly, or make conversation with somebody at the refreshment table. Remember that a positive, confident attitude goes a long way in social situations!

Keeping it going

After introductions and “small talk,” what next? Discuss commonalities you share with other group members. Perhaps you belong to the same organization, went to the same school and so on. Ask others to talk about their research, job, career path, or workplace; most people enjoy talking about themselves. Once a connection has been developed, you can ask for academic advice, career tips or referrals to other contacts. It’s best not to ask directly for jobs because doing so tends to make others uncomfortable. Focus on the conversation, but don’t monopolize it, one-up people or invade others’ personal space. Be sure to welcome and introduce others who approach your group.

Breaking out

When you’re ready to exit a group, ask for business cards and distribute yours, as appropriate. Express appreciation for the conversation, and excuse yourself. Visit the refreshment table, approach another group, or call it a night.

Bringing it home

The event is not over when it’s over! After the event while the experience is still fresh in your mind, jot down informal notes about the people you met so you’ll remember their names, titles, and stories. Follow through with any promises you made to those with whom you interacted. If appropriate, send a thank-you note to the event host.

Last-minute tips

Be sure to silence your cell phone. Take some breath mints. If you make a mistake, don’t get rattled; laugh about it, learn from the situation and move on. Most importantly — be friendly, sincere, genuine, confident and interested in others.

References

Ryan, R. (2005). Soaring on your strengths. Toronto: Penguin.

Thompson, K., & Wein, T. I. (2005). Speak up, shake hands, and smile. The Chronicle of Higher Educationhttp://chronicle.com/jobs/2005/09/2005093001c.htm

Zupek, R. (2007). The worst way to shake hands. http://edition.cnn.com/2007/LIVING/worklife/11/05/cb.hand.shake/index.html

by Briana K. Randall, associate director, UW Career Center

Presenting Your Research at Academic Conferences

Academic conferences allow you to:

  • Start developing your research agenda. Get useful feedback on your research as you convert conference papers into journal articles.
  • Gain visibility with future colleagues, employers, and future collaborators.
  • Start networking and meet people (other graduate students, future colleagues and mentors, researchers you admire).
  • Interview for jobs.

Which conferences?

Most UW departments are well-represented at key national academic conferences.

Many professional associations have divisions that may reflect your department’s areas of expertise. Graduate students also find it useful to present their research at topic-specific conferences. Check with faculty to see which organizations hold conferences where it would be appropriate for your research to be presented.

When and how?

Deadlines for conferences are usually noted on academic organizations’ websites. When considering how to submit your research, be sure to check submission requirements. Some conferences require full papers, while others will consider only abstracts. Be sure to adhere to these details and all deadlines, and be sure to submit your work to a relevant division! (What constitutes “relevant?” Check abstracts and programs from previous years’ conferences.)

At the conference…

Some departments provide funds that allow you to travel to conferences to present your research. In addition to talking about your research in a variety of ways, take advantage of being at the conference to learn about the field, meet other people, and participate.

Presenting your research

You will be judged first and foremost on your research, which means that you should strive for a great presentation. In other words:

  • Know what attendees at this particular conference expect, e.g., reading your paper vs. summarizing your paper? PowerPoint slides?
  • Know your research and what it contributes to the larger body of research.
  • Never, ever, exceed the allotted time! Think of your presentation as a headline service. You cannot cover all points, so select the ones you believe are most important.

How to navigate the conference

Read the conference program; attend the sessions that interest you, but don’t plan every hour.

Be ready with a brief “elevator talk” about your research. Conferences are very busy times, and people will not have time to hear a full explication of all your research projects.

Identify the individuals you would like to meet and ask your mentor/adviser to introduce you.

Introduce yourself to people. Many graduate students feel as if they know no one, so you’re not alone. If you are interested in meeting faculty and “big names,” walk up to them when they appear to have a spare moment, and talk about how you are using their research in your own work. Chances are they will want to learn more about you and your work.

Attend graduate forums and receptions.

Socialize at receptions held by various departments and schools.

Regardless of the sessions you attend and the people you meet, always remain professional. You want to be remembered for your research and professional demeanor, not anything else!

Turning Your Dissertation into a Book

Interested in publishing your dissertation as a book? You will likely need to revise it extensively so it will appeal to a wider audience and compete in the literary marketplace. Here are some guidelines to help you in this process.

Timeline

  • Allow plenty of time!
  • The review process can easily take up to a year, as it entails a peer review of your manuscript, potential revisions, further peer review and then approval.
  • The editing process can easily take a year to a year and a half as it entails copyediting, design, typesetting and proofreading, preparation of the index, printing and binding.

Dissertations differ from books in several ways

  • Dissertations are highly specialized, while books are geared to general readers.
  • Dissertation audiences are usually fewer than 100 readers — books are about 500 or more, in general.
  • In a dissertation, the author’s authority must be proven; in books, it is assumed.
  • Dissertations contain extensive documentation (to prove authority), while books document to credit sources and help the reader.
  • Dissertations can run long; books are often far shorter.

Elements that make a good book

  • A concise, memorable and intriguing title that includes essential key words
  • Clear and effective organization
  • A succinct introduction
  • Illustrations that enhance the text
  • Sections that are meaningful either alone or as part of the total book
  • Navigational aids, such as chapter titles, running heads, subheads, notes, bibliography, index
  • A voice (relationship of author to reader) that functions like an invisible tour guide or creative storyteller, and avoids sounding like a lecturer at a podium

The revision process

Basics

  • Forget your dissertation. Forget your committee.
  • Be bold!
  • Clarify your modified topic and audience.
  • Determine how to present it in a dynamic way.

Details

  • Remove unnecessary references to yourself.
  • Delete conspicuous chapter intros and summaries.
  • Make style parallel in chapter titles, captions, chapter openings and closings, subheads.
  • Revisit the introduction and conclusion.
  • Remove unnecessary notes; condense or combine others.
  • Eliminate most cross-references.
  • Cut unnecessary examples and data.
  • Make chapter openings strong, clear, and inviting.
  • Add definitions of jargon, foreign terms, biographical and historical dates.
  • Brainstorm several possible titles and subtitles.
  • Tighten prose.
  • Use active verbs.
  • Begin and end sentences with words you want to emphasize.

Resources

The Chicago Manual of Style. 15th ed. (2003). Chicago: University of Chicago Press.

German, William. (2005). From dissertation to book. Chicago: University of Chicago Press.

Harmon, Eleanor, et al., ed. (2003). The thesis and the book: A guide for first-time academic authors. 2nd ed. Toronto: University of Toronto Press.

Lucy, Beth, ed. (2004). Revising your dissertation: Advice from leading editors. Berkeley: University of California Press.

by Lorri Hagman, executive editor, University of Washington Press

Managing Large Writing Projects

Large projects, such as an master of arts degree thesis, dissertation, book, or just a long paper, can be daunting. For some of us, myself included, project management can be a challenge for any article written from scratch. This memo can help you break down your writing project into smaller, less intimidating parts. I will focus on the writing of a thesis or dissertation, but the same basic logic applies to even smaller writing tasks.

Getting started: Clarify purpose, argument, audience

Purpose: A thesis or dissertation should yield a high quality document that adds to the body of scholarly knowledge and is worthy, eventually, of publication in a peer- reviewed journal. Or your writing may address a public controversy or develop a creative insight that could change how people view a phenomenon of interest.

Argument: With your purpose clarified, think about your argument. Create a main argument that carries you through your thesis or dissertation. (There may be many other points along the way, but a core message will help you stay focused from beginning to end).

Audience: Keep a particular audience in mind. For academic work, identify a target journal. Think about who would want to read your work; this will motivate you to write and clarify your message.

Outlining, setting deadlines

One of the causes of vertigo with large writing projects is the sense that the work before you is too big or too much for you to handle given all your existing responsibilities and pressures. So break the project into manageable parts, and make the immediate task a two- or three-page mini-paper.

How to start: Outline your project carefully. Start with a one-page handwritten outline that is simply the main sections or chapter titles.

Then move to a more thorough outline, with detail under each of the points in the first version. At this point, each part of the outline is no more than a few pages.

Refine your outline to indicate how many pages and what kind of work each part will require. For instance, I might have a line in my outline that reads, “Introduce self-perception theory (two pages; brief literature review).” Your daunting, massive thesis or dissertation has now been reduced to a series of manageable, “do-able” tasks.

Set a schedule for completing each piece of the outline. Make sure that each chunk is small enough to be do-able in just a week or two, or even just a day or two.

Procrastination

First-time procrastination problems? You may just be tired, so relax and don’t be hard on yourself.

Persistent procrastination? Break your task into even smaller pieces.

One option: Identify a one-hour block of time. Work on your next writing task for just 15 minutes, followed by a five-minute stretching/social break. Repeat two more times, and in one hour you will have done 45 minutes of work. If that works, then schedule your next writing period for 80 minutes, and so on, until you can set aside three hours at a time for writing. You may find that taking the break after 15 minutes is hard to do because you get a rhythm and can’t stop working. That’s a good thing.

Another option: Schedule writing appointments with fellow students or faculty—or, form a three-to-five person study group that meets every one or two weeks to help keep each other on track.

Other options: See your adviser, commit to a scholarly conference (to create an external deadline), or set up some other writing-related appointment.

If your large writing project becomes so emotionally upsetting that you find yourself unable to do any of the above successfully, consider making an appointment for student counseling. It is easy for the different parts of our lives to get entangled, and the fear or stress you experience regarding your writing may have nothing to do with the quality of your ideas or your skill as a writer—but instead be symptomatic of other things upsetting you at home or at work.

And remember—it’s OK to ask for help.

by John Gastil, former professor, Communication

The Literature Review

From seminar paper to master of arts degree thesis to dissertation, the literature review provides both the foundation and the frame for your own research. Its preparation requires careful planning and a well-crafted presentation.

The purpose of the literature review

A literature review tells us what is known by sharing the results of prior studies related to your own.

A literature review places your study within a larger body of work. It shows how your study seeks to fill a gap in, or extend, our knowledge in this area.

A literature review offers a benchmark for assessing your own results. In the conclusion to your study you will revisit the literature review armed with your new findings.

Organizing the literature review

A good literature review is a synthesis of prior research presented in a way that adds value to our understanding of that work. So, it’s important to organize your review in a way that is coherent, relevant to your own study, and useful to other researchers. For example, you might cluster prior research by media type, communication situation, similar findings, key themes, respondent type, or other useful distinction.

Whatever organizing scheme you choose, it is typical to present the most important, relevant, or strongest collection of existing research first, and go from there. If not, there should be a narrative logic to the review presentation.

Another way to add value is to identify conceptual linkages among ideas and authors. Researchers often talk about the same processes — just in somewhat different ways.

It’s tempting to want to include every study that appeared in the key word search of your topic. Don’t. The challenge is to find the right balance between giving the reader confidence in your familiarity with literature and focusing on what’s most relevant for the study at hand.

Writing the literature review

Your synthesis of prior research should focus on key findings or conclusions with just enough information for the reader to discern the question and approach: “In her ethnographic study of Muslim immigrants’ perception of mainstream British media, Gillespie concluded…” The exception being if the study cited is significant because of its methodology — only then would you offer more methodological detail.

Not all ideas in the literature review are used to construct your study’s conceptual framework. So, at the end of each section, tell readers what key concept, finding, definition, or theme is most critical to “carry forward” into their reading of your study.

Don’t over-quote. It slows down your narrative. Direct quotations should only appear if the author said something in a unique, powerful, or precise way (e.g., a definition) that demands repeating in its exact form. Otherwise, use your own words.

Since a good review is a coherent, value-added organization of the literature, provide the reader with clear “signposts” through the instructive use of headings, introductions, transition phrases, and summary statements.

Finally, because people reading your paper or dissertation may not be familiar with your area of research, be careful not to weigh down your literature review in field-specific jargon. It is important that you write in clear and active prose.

by Nancy Rivenburgh, professor, Communication

Communicating with the News Media

Some common scenarios

At some point in your graduate studies, you may have the opportunity to interact with journalists who are interested in covering your work. Sometimes reporters or editors will find you on their own, having networked through their contacts in academic departments or elsewhere as they seek particular kinds of expertise. Other times, you may receive a call from UW News & Information, in which a public information officer seeks your help to answer a reporter’s questions. In some cases, you may actually seek media attention yourself. Two examples when you might want media coverage:

  • to assist in recruiting research project participants from the general public;
  • if you have research findings that are significant and are about to be published.

If you receive a call directly from a reporter, feel free to call News & Information and consult one of the public information specialists. They have many years of training and can help guide you through what may be new and unfamiliar territory, beginning with an assessment about whether you are the right person to answer the reporter’s questions.

About reporters

Reporters come in all shapes and sizes. Some have extensive backgrounds in the subject they cover; others will know very little. You should assume that the reporter knows very little about the subject. Remember, you are not speaking to the reporter but to the reporter’s audience— his or her readers, viewers or listeners, which usually represents a broad mix of the general public. Here are some other recommendations:

  • When a reporter calls, make sure you know which medium and media outlet he/she represents. If it’s not one with which you are familiar, you may want to call the news office to see what they know.
  • Find out what general areas the reporter wants to know about and the questions he/she intends to ask. It’s perfectly OK to tell the reporter that you are not the right person to talk about that subject and refer him or her back to the news office.
  • If you decide to talk to the reporter, you need not respond immediately. Ask the reporter what his/her deadline is—then be certain to call before the deadline. Deadlines are sacred to reporters and essential to news cycles.

Preparing to be interviewed

Take some time to think about the key points you want the reporter and the audience to know about the subject. For TV or radio, you will need to be very succinct. You will probably not have the opportunity to make more than two key points or observations that will end up in the final cut.

You can be a bit more expansive with a print reporter, but being concise, organized and to the point still matters.

As you prepare, ask yourself these questions:

  • What are the most important points about, and/or findings from, my research?
  • How might those findings further human knowledge (for example, do they contradict what has passed for conventional wisdom) or affect people in their daily lives?
  • What makes this research timely?
  • How can I best illustrate my findings with examples?

Try to simplify your statements. Statements that are heavily qualified or highly technical tend to be omitted from stories or the qualifications are minimized—nuance is very hard to convey.

Remember, everything you say is “on the record” and can end up in the final story. Do not guess, speculate, or make any statements or comments that would make you wince if they were in the public domain.

Your campus news office is available to help at any time in the process, including providing tips for working with television reporters, how to help you reach the general public when you need participation in a project, or what to do when you are involved in a potential media crisis.

by Bob Roseth, retired director, UW News & Information

Collaborating and Co-Authoring

Finding opportunities to collaborate and publish

Many scholars enjoy co-authoring because doing so affords an opportunity to develop new ideas, extend our methodological toolkit, and share the workload. The first step in finding opportunities to co-publish is to let your faculty mentors know that you are available to help if they ever get such invitations. Faculty sometimes receive unsolicited invitations to write an article or contribute a book chapter. Since faculty often plan long-term writing agendas, they may decline an unexpected invitation. They may be more likely to accept such an invitation if they know they can share the research and writing tasks with a co-author.

If you hear of such an opportunity, or see a call for papers that you would like to answer, you may also pitch a co-authorship opportunity to other students or faculty. Whether or not they accept your invitation will depend on how thoroughly you’ve considered the workload, authorship credits, and of course, the intellectual fit.

Many forms of collaborations

Collaborative work with faculty can take many forms: payment in the form of a stipend without additional acknowledgement; a thank-you in the acknowledgments of a book or an article; a footnote in the relevant section of the published work; gradations of co-authorship; or independent access to the data or field notes.

Across the humanities and social sciences, an author is someone who makes a substantive creative contribution to a project. A research assistant makes a minor creative contribution or a mechanical contribution such as collecting data or organizing archives.

For the most part, being paid as a research assistant does not eliminate the obligation to acknowledge the contribution of a minor or mechanical contribution. The benefit of collaborating is that all parties acquire new experience and skills, and have the creative opportunity to generate and test new ideas.

Discussing the workload

There are several good tools that facilitate co-authorship, such as Endnote, Word’s “track changes” tool, and of course, e-mail. Your discussion of workload should not only include the details of which parts of an article you will author, but the process for editing drafts, for backing up drafts and data, for keeping notes on major edits, and for resolving intellectual differences. But co-authoring doesn’t stop there—you should also talk through the likely division of labor for submitting to journals, corresponding with editors, handling revisions and resubmissions, and reviewing page proofs.

Even though many of these tasks seem far in the future and hypothetical — contingent on acceptance — they are a significant part of the work of publishing and it is best to talk through the hypothetical scenarios. The more you clarify the workload and timeline before the writing starts, the more likely you are to have a successful collaboration. Moreover, writing may not even be the most difficult task for authors: conceptualizing the problem, designing the research project, and collecting data are major tasks that need to be made even before writing begins.

Negotiating authorship credit

We are in an unusual profession in that faculty actively work to make students into colleagues. So many project leaders will err on the side of generosity in negotiating an authorship credit, and there are several possible permutations:

  • Listing authors in alphabetical order, which in the social sciences and humanities can indicate equal contributions (if specified in the footnotes);
  • Listing authors in the order of substantive contributions made;
  • Randomizing the order of authors across multiple papers based on the same project;
  • In increasingly rare cases, subdividing authorship, which takes the form of “A with B” or “A and B.”

Journals may also have their own guidelines for how to acknowledge each other’s contribution in a footnote, endnote, or other front matter.

It is best to establish early on—as part of the workload conversation—what the duties and obligations for these credits will be for your particular piece. However, the initially agreed-upon authorship order can change based on the actual contributions realized at the end of the paper.

Personal negotiations

It is best to have face-to-face conversations about the terms of this important relationship, so avoid using e-mail. Unlike writing a paper for a class, collaborating and co-authoring is a long-term personal commitment to being available and amenable to an extended process. This longer-term working relationship means meeting deadlines (and being flexible with them), deferring to your collaborators in the areas in which they have more expertise, and picking up responsibilities when necessary. Ultimately, it can mean celebrating and sharing the reward of successfully publishing and contributing to the advancement of knowledge.

by Philip N. Howard, professor, Communication

Academic Job Offer and Salary Negotiations

Some graduate students may fear the negotiation process because they have little or no experience negotiating a job offer. Here are tips for negotiating a starting package that can maximize your personal and professional satisfaction as a future faculty member.

Collect information

  • Ask faculty in your department what they think would be a fair package.
  • Research average faculty salaries online by state and institution.
  • Check the websites of professional associations in your field for academic salary information.

Always negotiate

  • When you’re offered a position, the balance of power shifts in your favor. As a result, you will likely never be in a better position to get what you want.
  • Departments expect you to negotiate.
  • Do not assume anything. Ask questions.

Maintain a positive attitude

  • The way you negotiate sets the stage for future interactions with your colleagues. Strive for a win-win situation. The hiring committee and your supervisor want you to be happy with your starting package.
  • Be professional, courteous, appreciative, ethical — and firm.
  • Be willing to compromise and accept “no” as an answer.

Frame your requests appropriately

  • Frame your requests in terms of what you need to be optimally successful and productive at the institution.
  • Focus on the value you will bring to the department.

Think broadly

  • Always ask for a higher salary! Your starting salary has a big impact on your overall lifetime earnings because raises are calculated from your base (starting) salary.
  • Evaluate other aspects of an offer so you know what you’re getting yourself into: relocation expenses, confer- ence money, office space, lab equipment, job responsi- bilities, student and staff support, healthcare, retirement, family benefits, etc.
  • Try not to get so excited about having a job offer that you forget to think about the future.

Prioritize

  • Pick your battles—prioritize what’s important to you and then only negotiate the things about which you feel strongly.
  • Ask yourself “What do I need to be happy, be produc- tive—and get tenure?”
  • Distinguish between what is absolutely necessary for you and what would be nice to have, but extra.

Get it in writing

  • When you receive the official offer letter, make sure it agrees with what was discussed during the negotiation process.
  • If the letter contains inaccurate information or is missing vital items, ask for an updated letter.
  • If you agree to the terms, sign the letter, make a copy of it, and promptly return the original.
  • Do not consider yourself hired until you and your employer have both signed a written document.

Resources

Golde, C. (2001). Be honorable and strategic. Science Careers.

Heiberger, M. M., & Vick, J. M. (2001). The academic job search handbook. Philadelphia: University of Pennsylvania Press.

Reis, R. (1999). The right start-up package for beginning science professors. The Chronicle of Higher Education.

by Briana K. Randall, associate director, UW Career Center

A Dozen Sentences that Should Appear in Your Academic Job Application Letter

When you apply for an academic job, your cover letter helps a hiring committee interpret your curriculum vitae and conveys your excitement about and dedication to your work.

Your mission is to land an academic job. The immediate goal is to use the cover letter to get you on two shortlists — the shortlist of a dozen people who will be invited to submit more writing samples and have references checked, followed by the shortlist of three or four people who will be invited to visit the hiring department.

Cover letters should include 12 pieces of information that hiring committees are seeking:

  1. “I would like to be considered for the position of [title copied from job ad] in [exact department name from job ad] at the [exact institution name from job ad]. I am an advanced doctoral candidate in [your department].”
    This opening should be short and can certainly vary. The odds are that you will submit for many jobs, be shortlisted for a few, and be offered one or two. In all the cutting and pasting, make sure these letters are correctly addressed to the chair of the search committee or the chair of the department.
  2. “My doctoral project is a study of [cocktail party description]. Much of the research on this topic suggests that [characterize the literature as woefully inadequate]. But I [demonstrate, reveal, discover] that contrary to received wisdom, [your punch line].”
    This is the key statement about your doctoral project. Demonstrate how you will contribute to an intellectual conversation that is larger than your project – but unable to advance without your findings. The next paragraph should detail your research with one sentence on each chapter in your manuscript.
  3. “To complete this research I have spent [X years] doing [fieldwork / lab work / archival work / statistical analysis]. I have travelled to [these cities or libraries], interviewed [X number of experts], created [original datasets/original compositions/original artwork].”
    This sentence should be followed by a paragraph with the story of your research process. Overwhelm the committee with the volume of artifacts you’ve studied, people you’ve talked to, time you have dedicated or places you’ve been.
  4. “I have completed [X] of [Y] chapters of my dissertation, and I have included two substantive chapters as part of my writing sample.”
    Many hiring committees expect their top candidates to be almost finished with the doctoral project, since the dissertation is a test of commitment to a research trajectory. Ideally, the review committee will be excited by your original research and beg you for more once you are on a short list. Your mentors should confirm this information in their letters.
  5. “I have well-developed drafts of several other chapters, and expect to defend in [month, year]. OR Having defended in [month, year], I plan to [turn it into a book-length manuscript for a major scholarly press / select key chapters for publication in disciplinary journals].”
    Your advisors will also confirm these things. Committees want to know that your defense will not take place while you are working on their coin. If any of your committee members are unwilling to commit to even a season of the year for your defense date, or you don’t have two substantive chapters to submit to the hiring committee, it’s too early for you to be on the academic job market.
  6. “Although my primary area of research is [disciplinary keyword here], I have additional expertise in [another disciplinary keyword here] and am eager to teach in both areas. I have [taught/served as a teaching assistant] in courses about [A, B and C]. In the next few years, I hope to develop courses in [X and Y].”
    Departments love hiring people who can teach several topics. Look up the courses offered in the department to which you are applying, and use their keywords. Although the hiring committee will take research fit as most important, teaching skills and interests will be taken seriously. Specify courses in which you served as a teaching assistant and those in which you were the instructor of record.
  7. “For the most part, my approach to research is through [social science or humanistic method keyword here], and I would be interested in developing a methods class on this approach to research.”
    Many departments struggle to find faculty who will teach methods classes, and signaling your interest likely will put you ahead. Job candidates are particularly valuable if they demonstrate how they cross methodological boundaries, appreciate diverse approaches to inquiry, and can contribute to advancing knowledge with different analytical frames.
  8. “Although I have been focused on my graduate research for several years, I have been actively involved in conversations with [scholars in the department you are applying to, or scholars at other universities/professional associations/conferences/other disciplines].”
    This can be the one paragraph about service, highlighting conferences you’ve attended, workshops you’ve organized, and other ways you’ve supported your discipline. If you are applying for work in a department that is different from the one that trained you, demonstrate how you already have affinities for the new discipline, such as showing that you are familiar with faculty interests.
  9. “In the next few years, I hope to be able to investigate [reasonably related problems or questions].”
    Address your research trajectory over the next five years. The department will be investing in the person they hire, so the hiring committee will look for the direction your research will take. Communicate future research possibilities eloquently; don’t leave the committee to assume you will be doing more of the same.
  10. “I am interested in this post for a variety of reasons: [something about the character of the department/university/community/city].”
    The committee will be happy that you know something about the place you want to work. This may be particularly true for colleges and universities with distinct liberal arts traditions or unique community programs, or are not located in major urban areas. A committee might not interview you if the members believe you would not seriously consider a job offer.
  11. “Because of my graduate training, my doctoral research, and my teaching [experience/interests], I am uniquely qualified for this job.”
    Within a few sentences address your general focus and course work, and point to your experience teaching in the domains mentioned in the job description. Write a brief statement on why you are uniquely qualified for the job.
  12. “In the next few months, I will be attending the [conference A] and [conference B]. If you or your colleagues are also planning to attend, I would be happy to meet for an informal conversation.”
    Many departments make their first short list phone interviews or informal conference visits. Alert the committee if you are giving a paper so they can see you in action.

These sentences are in roughly the order they should appear in for applications to jobs at research schools. Most of the content should be about research, followed by one or two paragraphs about teaching and perhaps one paragraph about service. If the job is mostly about teaching, expand the amount of space dedicated to that topic.

Shoot for two and a half pages of content: less than that and you might not seem like an advanced doctoral candidate well immersed in a project; more than that and committee members may stop reading. As you write, drop in the names of granting agencies that have supported you, or the journals that are publishing or reviewing your work. Ideally several faculty members will write letters on your behalf. If possible, at least one letter writer can come from a university other than yours. Hiring committees love reference letters on different university letterheads; it shows that you have social capital beyond your home department.

Address your letter to the person heading the search or the department head. A greeting such as “Dear Committee Members” shows you haven’t done enough research. Ask a friend proofread your document for grammar and spelling.

Finally, follow up with the department. Hiring committees do not always tell candidates whether they are on the short list. If you finish another dissertation chapter, or get an article published, a few weeks after submitting your letter, submit an update by e-mail and ask that this example be added to your file and where the committee is in the hiring process.

by Philip N. Howard, professor, Communication