the beginning of our journey. This group has worked to create a brand recognised for empowering women. Their practices include:
o Marketing materials that present diverse images. ‘Change m aker’ content feature s prominently on the main WBS website [2017AP.Achieved 4.1.5(a)]. Recruitment interviews are structured around the CORE values. o Targeted scholarships, such as ‘inspiring woman’. [ 2017AP. Achieved 4.1.5(b)]. o Social media campaigns, blogs, and the promotion of WBS research and commentary with an EDI angle. o Building relationships with external partners, such as: The 30% Club, City Women Network, and The Female Lead [2017AP.Achieved 4.1.5(c)]
Assessing the impact of this work: o In absolute terms, we have massively increased the female intake. Across the five years to 2016/17, 568 females took a Warwick MBA. Between 2017/18 and 2021/22, this number grew to 1229, beyond anything we have seen in the school’s history. o As a proportion, female MBA students have grown slowly (24% in 2012/13; 27% in 2016/17; 32% in 2021/22). The intake on the flagship full-time MBA was 24.6% female in 2017. Across the period it has fluctuated between 35-40%. A marked improvement, we are marginally below some competitors on this measure.
Pre-arrival information that goes to all UG, PGT, and PGR students explicitly communicates our CORE values. These materials have been expanded since 2017. The pre-arrival information:
o Describes the meaning of equality, diversity, and inclusion. o Discusses the 2010 Equality Act. o Frames what EDI may mean for them as a student.
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