Finding a supervisor: the step where most people get stuck.
You don’t secure a supervision offer through persistence, but through a good fit. Understanding this saves you months and avoids thirty polite rejections.
Finding a supervisor means: identifying departments that conduct research into your topic, approaching them with a concise outline, and demonstrating in conversation that your project is feasible. Mass enquiries almost always fail. Once you’ve received a commitment, expectations, the pace of work and interim goals should be set out in writing.
How to find the right contacts
Base your search on publications, not on university rankings. Those who publish on your topic are aware of the gaps in the research and can assess whether your research question is viable. Two or three relevant papers from recent years are a better filter than any university directory.
Also check two things before you write: whether the faculty accepts external candidates at all, and what requirements apply to your preliminary thesis. Both are set out in the doctoral regulations and will save you from having discussions that are unlikely to lead anywhere.
The initial contact
Brief, specific, and open to further discussion. One page is sufficient, and the first three sentences should make it clear what the matter is and why you are writing to this particular chair in particular.
The interview
Expect three questions: Why this question? How do you intend to answer it? And why are you the right person for the job? The third is the easiest for those in employment, provided you can specify your field of research.
For your part, ask about the frequency of supervision, expectations regarding interim progress reports, and how many external students the chair is currently supervising. A commitment without the capacity to fulfil it is no commitment at all.
Common mistakes
Obvious and ineffective. An inappropriate enquiry costs you more in terms of reputation than it brings in opportunities, and the academic community is smaller than you might think.
Without narrowing it down, no one can assess whether the project is feasible. Narrow it down until a response is conceivable.
A research proposal drawn up without any feedback rarely fits the chair’s remit. Make contact first, then draft the proposal.
Practical relevance is only convincing if a research gap has been demonstrated. Otherwise, the application reads like a consultancy proposal.
After acceptance
Set out in writing what you have discussed: the frequency of meetings, the format of feedback, interim targets with deadlines, the role of the co-supervisor, and how publications will be handled. In Austria, this is required anyway as part of the dissertation agreement; elsewhere, it is good practice and protects both parties.
Also, clarify early on who might be suitable as a second supervisor. If you leave this until the end, you’ll lose months because you’ll need to find someone with the right expertise who is also available.
Frequently asked questions.
How do I find a doctoral supervisor?+
Look at the publications on your topic. Anyone currently conducting research in this area is the right person to approach with a specific initial enquiry.
How difficult is it to secure supervision?+
Challenging for external candidates, as supervision capacity is limited. A good fit and a feasible research proposal are the key factors.
Who is authorised to supervise PhD students?+
This is governed by the doctoral regulations; as a rule, professors from the faculty, and in some cases also professors with a habilitation or affiliated professorships.
How many enquiries are usual?+
Few, but well-prepared ones. Five carefully tailored enquiries are more likely to succeed than fifty mass-mailed emails.
What should be included in the brief proposal?+
Research question, research gap, methodology, access to data, timeframe. One page, no frills.
How long does the search take?+
From a few weeks to several months. Good preparation shortens it significantly; a broad scope prolongs it.
What should you do if you receive a rejection?+
Ask whether another person at the institution might be suitable. Rejections on capacity grounds often contain useful pointers.
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