Relevant Degree Programs
Affiliations to Research Centres, Institutes & Clusters
Migration and adult education and learning; Lifelong learning in Asia; Work and learning;
Complete these steps before you reach out to a faculty member!
- Familiarize yourself with program requirements. You want to learn as much as possible from the information available to you before you reach out to a faculty member. Be sure to visit the graduate degree program listing and program-specific websites.
- Check whether the program requires you to seek commitment from a supervisor prior to submitting an application. For some programs this is an essential step while others match successful applicants with faculty members within the first year of study. This is either indicated in the program profile under "Admission Information & Requirements" - "Prepare Application" - "Supervision" or on the program website.
- Identify specific faculty members who are conducting research in your specific area of interest.
- Establish that your research interests align with the faculty member’s research interests.
- Read up on the faculty members in the program and the research being conducted in the department.
- Familiarize yourself with their work, read their recent publications and past theses/dissertations that they supervised. Be certain that their research is indeed what you are hoping to study.
- Compose an error-free and grammatically correct email addressed to your specifically targeted faculty member, and remember to use their correct titles.
- Do not send non-specific, mass emails to everyone in the department hoping for a match.
- Address the faculty members by name. Your contact should be genuine rather than generic.
- Include a brief outline of your academic background, why you are interested in working with the faculty member, and what experience you could bring to the department. The supervision enquiry form guides you with targeted questions. Ensure to craft compelling answers to these questions.
- Highlight your achievements and why you are a top student. Faculty members receive dozens of requests from prospective students and you may have less than 30 seconds to pique someone’s interest.
- Demonstrate that you are familiar with their research:
- Convey the specific ways you are a good fit for the program.
- Convey the specific ways the program/lab/faculty member is a good fit for the research you are interested in/already conducting.
- Be enthusiastic, but don’t overdo it.
G+PS regularly provides virtual sessions that focus on admission requirements and procedures and tips how to improve your application.
Great Supervisor Week Mentions
It's Supervisor Appreciation Week at #UBC. Kudos to my #GreatSupervisors Dr. Alison Taylor and Dr. Honxia Shan @edstubc for challenging my thinking while supporting and sharing their wisdom with me!
#greatsupervisors appreciation @edstubc #ubc Hongxia Shan, @AnnetteMHenry, and Shauna Butterwick, my transnational mentors and allies
Graduate Student Supervision
Master's Student Supervision (2010 - 2018)
To reverse “brain drain”, the Chinese governments have deployed various mechanisms, including preferential policies, to recruit ethnic Chinese individuals from abroad who are considered top talent urgently needed in China. This study looks at how Chinese overseas recruitment policies contribute to the construction of overseas talent as a distinguished social group, thereby entrenching stratification in the Chinese society. Theoretically, the thesis is informed by Bourdieu’s theory of social class and by Levinson et al.’s perspectives on policy function. The main focus is the Thousand Talent Plan (TTP), which is the China’s most influential policy for recruiting top-notch talent from abroad. My study starts with a historical overview of talent policies in China, giving special attention to the social and economic context of the changes. Critical discourse analysis is then employed as a methodological approach to examine how such policies ideologically differentiate the “best from the rest.” I argue that Chinese overseas recruitment policies have the formative power to construct and impose a legitimate vision of “top” overseas talent as a distinguished social group: a minority privileged with cultural capital, advantageous economic capital, privileged social capital, and honourable symbolic capital. Study limitations and implications for policy and practice are discussed.