Structure of the promotional trajectory

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Want to know more?  Contact AG Elrod for advice.
Contact
Benthe van Wanrooij
Chair
chair@hetpnn.nl

Phase 1: the start of your PhD trajectory

As with many things, the (Dutch) old saying also applies to a PhD: 'a good start is half the battle'. A common answer to the question in which period the most delays are encountered is: in the first year. This can often be attributed to the fact that the objective of the research is not always clear to the PhD candidate. Formulating a research goal and plan or a novice PhD candidate is a very difficult task. As a consequence, the PhD candidate, due to a lack of knowledge, may not see the forest for the trees and not know where to start. Providing a research goal offers the necessary support at the start, which of course does not mean that this objective cannot be adjusted by the PhD candidate over time. A particular problem to note is that when there is a co-supervisor, attention must be paid to the fact that both supervisors do not always have the same objective in mind and may not always agree. Therefore, during the first discussion with the supervisor or daily supervisor, it is important to make clear agreements and discuss expectations. In the first year Training and Supervision plan (TSP) must also be established, in which you record what courses you will take and how (in broad terms) the thesis will look like. This TSP is discussed annually within the team of supervisors and the PhD candidate. At the beginning, a PhD candidate needs relatively short conversations with the supervisor or daily supervisor to find out if the chosen direction is still correct. In this context, regular substantive consultation with colleagues is also indispensable. In general, work discussions within a research group are highly appreciated.

Phase 2: second and third year - publications

There is nothing better for keeping an overview of a PhD project than describing the research question and the results. Writing forces you to structure problems clearly and mercilessly exposes gaps in results. The second and third year should be used to capture a portion of the results in one or two draft chapters of the dissertation. This way, the supervisor gets a good idea of the writing skills of the PhD student and can give additional guidance well in advance if necessary. By forcing the PhD student to write, problems such as writer's blocks during the writing phase can be avoided and unexpected important questions that need to be answered for the thesis can be addressed.

End of Phase 2: end of the third year - determining the time of the PhD defense

At the end of the third year, both the PhD student and supervisor should have a very clear picture of the status of the research. This should be expressed in a detailed plan for the final research period. At this point, it should be determined whether the PhD defense can be completed within the set year or whether some extra time is needed. This has the advantage that the PhD student knows exactly what still needs to be done and within what timeframe.

Phase 3: the writing phase

If the above steps have been followed accurately, the final phase should be clearly defined and probably consists of tying up loose ends and writing the draft dissertation. In this phase, the planning should be closely monitored during discussions between the PhD candidate and supervisor. Of course, the goal is to end phase 3 with the defense of the dissertation.

Are you currently experiencing issues during your PhD that you need help with?

Most institutions have a number of contact points for help. This compass is designed to help you find the right support.

In the drop-down menu you can select the institution that you are doing your PhD at. Then the roadmap will show you available contact points. In most cases it makes sense to start by considering contact points in your immediate work environment first and then progress to higher levels (like institutional or national).

At the bottom of the page you can find some examples of problems you can run into and a list of descriptions of each contact point.

Your first contact points

Colleagues: Sometimes it can already help to talk with your colleagues about the issue you are experiencing. This will help you judge the severity of it and can provide you with allies in taking further action.

Daily supervisor*: Naturally, your daily supervisor is the first contact point for all issues. They can help you determine the next steps. Of course, you may not feel comfortable discussing everything with your supervisor, or maybe your daily supervisor is involved in the issue. In these cases have a look at the other available contact points.

Promotor or Co-Supervisor*: Especially, in cases of issues with your daily supervisor, consider reaching out to your promotor or another member on the supervision team and ask for a one-on-one meeting. Maybe they can (temporarily) step-up and help you resolve the issue.If you have a conflict with your supervisor(s), you can also have a look at the PNN PhD supervisor conflict roadmap.

*Note that your annual review talk with your supervisory team is a good opportunity to address issues or suggestions for improvement.

Institutional Level

Faculty / Department / Graduate School Level

Institutional Level

Faculty / Department / Graduate School Level

National contact points

Labor unions: Organizations representing the interests of academic staff, offering support on employment-related matters, rights, and fair treatment.

NWO Scientific Integrity Desk: A specialized desk addressing scientific integrity concerns in projects related to or funded by the Dutch Research Council (NWO).

Netherlands Board of Research Integrity (LOWI): An independent body handling complaints related to scientific integrity, providing a platform for fair investigation. If you feel like the local scientific integrity committee at your institution did not handle a case correctly, the LOWI can be the next contact point.

Making a police report: In cases involving a criminal offense, please consider contacting local law enforcement to report incidents and seek assistance.

Examples

Unsure what kind of problems you can reach out for? You can take a look at some examples here but remember that no matter how big or small you feel your problem is, you can always reach out for help.
Workload and Time Management
Personal Well-being
Supervision and Mentorship
Workplace Environment
Career and Future Concerns

Descriptions

Here are some descriptions of each contact point:
Faculty PhD counil
Graduate School
Faculty Dean
PhD Mentor at faculty/department level
PhD organization
Company doctor
PhD Psychologist / Counsellor
HR advisor
Scientific Integrity advisor / committe
Confidential advisor
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