Beyond the Individual: How Cohort-Based Development is Transforming Early Career Research in the Heritage Sector

The pilot round of the Arts and Humanities Research Council (AHRC) Early Career Researcher (ECR) Fellowships has yielded more than just academic output; it has provided compelling, evidence-based proof that collective professional development is a vital necessity, rather than a peripheral luxury, for researchers operating within cultural and heritage institutions. By moving away from the traditional, often isolated model of individual fellowship, the V&A—acting as the lead for Cohort Coordination and Development—demonstrated that a structured, peer-supported environment is the primary catalyst for success for researchers navigating the complex landscape of Independent Research Organisations (IROs).

A Strategic Framework for Early Career Growth

The pilot programme, funded by the AHRC, was designed to support eight ECRs embedded across seven diverse IROs. The V&A’s role was to act as the central hub for coordination, ensuring that these researchers were not merely placed within institutions to conduct independent study, but were actively supported through a rigorous training and development programme. The curriculum was specifically tailored to address the unique, often daunting challenges inherent in heritage settings—environments that demand a blend of academic rigour, public engagement, and institutional navigation.

The goal was ambitious: to provide fellows with the tools, confidence, and cross-institutional networks required to build a sustainable career pathway that extends well beyond the duration of the fellowship. According to an evaluation conducted by Santra Consulting, this objective was not only met but significantly amplified by the cohort model. The report concludes that the benefits extended far beyond the fellows themselves, positively impacting host institutions and the broader Galleries, Libraries, Archives, and Museums (GLAM) and heritage sector.

The Architecture of Collective Support

From the inception of the programme, the V&A coordination team eschewed the idea of a hands-off administrative role, opting instead to build the fellowship around the philosophy of collective support. Recognising that the fellows were geographically dispersed across the UK, the team implemented a hybrid engagement strategy. This included fortnightly online coffee mornings and twice-yearly in-person fellowship events, which were designed to foster deep rapport, encourage the sharing of lived experiences, and build a cohesive sense of identity within the group.

The in-person events served as a critical pillar of the programme. By rotating these gatherings across the various research organisations involved, the fellowship provided participants with a window into the inner workings of their peers’ host institutions. These site visits were not merely tours; they were opportunities to gain a deeper, more granular understanding of the diverse research cultures within the GLAM sector. They also served an essential social function, helping to bridge the distance between participants and creating professional relationships that transcended the scope of individual research projects.

The fortnightly coffee mornings, meanwhile, became the heartbeat of the cohort. Facilitated by the fellowship programme coordinator, these informal sessions provided a safe space for fellows to discuss the realities of their work—from the granular details of project development to the broader challenges of professional wellbeing. By leveraging the expertise of the V&A coordination team alongside the diverse disciplinary backgrounds of the fellows, these sessions evolved into a dynamic knowledge exchange. This peer-focused environment ensured that the programme remained responsive to the shifting needs of the researchers, creating a support network that provided stability even when formal training sessions concluded.

The impact of this approach was perhaps best articulated by one of the participants, who noted, "I didn’t necessarily find my ‘gang’ in the institution, but I found my peers in the cohort." This sentiment captures the essence of the V&A’s strategy: by creating a dedicated space for solidarity, the programme empowered researchers to navigate the often-intense pressures of early-career life with greater resilience.

Transforming Institutional Perspectives

The infusion of fresh, interdisciplinary expertise into host institutions proved to be one of the most significant outcomes of the pilot. The fellows, many of whom brought advanced knowledge in socially engaged and humanities-based research, acted as catalysts for change within their host organisations. Several IROs noted that the presence of these researchers prompted a necessary reassessment of their own collections. In particular, fellows provided critical perspectives on colonial histories and the representation of marginalised communities—work that many institutions acknowledged would likely not have occurred without the intervention of the fellowship programme.

The transformation was not limited to the institutional collections; it was equally visible in the development of the researchers themselves. A member of the programme’s Steering Committee highlighted a profound shift in the fellows’ professional presence, observing, "We observed a sea change: fellows went in wondering how they could possibly gain traction within these organisations; by November, they had emerged as confident, robust researchers who really led the room."

Addressing Challenges and Looking Ahead

Despite the programme’s successes, the evaluation report provided a transparent assessment of the hurdles faced by the participants. Workload intensity, inconsistencies in the onboarding processes at various host institutions, and the persistent, industry-wide anxiety regarding post-fellowship career paths were identified as significant stressors. These challenges served to validate the necessity of the cohort model; without the regular touchpoints and the stable community provided by the V&A, these obstacles might have proven far more detrimental to the fellows’ progress.

In response to these findings, the V&A is working closely with fellowship alumni to refine the structure of the second round of the programme. The focus remains on targeted, evidence-based adaptations that address workload management and provide more robust, long-term career support. This commitment to a responsive, iterative design ensures that the fellowship is not a static scheme, but a living programme that evolves alongside the needs of the researchers it serves.

A New Partnership for the Future

Building on the recognition of the V&A’s approach as "innovative" and deeply collaborative, the institution has announced a significant expansion for the second round of the fellowship: a formal partnership with the School of Advanced Study (SAS), University of London. As a leader in the advancement of humanities research within the UK, the SAS brings an expansive network and a unique interdisciplinary perspective to the project.

By embedding the fellowship within the SAS network, the programme will offer even greater opportunities for cross-sector engagement and professional development. The partnership is a testament to the success of the pilot, signaling a broader recognition within the academic and heritage communities that the cohort model is not an auxiliary feature of the ECR experience, but a core, defining component.

Ultimately, the pilot evaluation serves as a clear indicator of a changing tide in academic professional development. The findings suggest that when researchers are given the space to grow together, the entire sector benefits. The V&A’s commitment to this cohort-led model has demonstrated that, in the complex, collaborative world of modern heritage research, the most successful outcomes are achieved when individual ambition is supported by a robust, interconnected community.