Women in Industrial and Systems Engineering (WISE) started as a social group within Virginia Tech (VT)’s ISE department in 2016 and became an official student group in 2021. Operating under the broader ISE department, WISE connects ISE’s specialties like human factors and ergonomics engineering, operations research, manufacturing, and management systems. By uniting faculty, staff, and graduate and undergraduate students, WISE aims to develop well - rounded engineers and empower women in ISE . Our mission is to empower members through formal networking events, workshops, and informal gatherings. With over 65 active me mbers, WISE hosts at least four events yearly and is working on creating an alumni network. This paper explores WISE's impact, strategies, and future plans, aiming to inspire similar initiatives elsewhere. Keywords Affinity group; Development; Engineering Education; Leadership; Women in industrial and systems engineering 1. Introduction Women are underrepresented in science, technology, engineering, and mathematics (STEM) careers, much to the detriment of scientific and societal progress, and the field of Industrial and Systems Engineering (ISE) is no exception despite having Lillian Gilb reth as a prominent founder. From 2019 -2024, Virginia Tech’s (VT) College of Engineering highlights this disparity across PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS academic levels: approximately only 20.94% of undergraduate students, 24.19% of master’s students, 22.14% of Ph.D. students, and 19.58% of tenure/tenure -track faculty are women [ 1]. While ISE features a higher percentage of women than engineering broadly, women are still not equally represented in the ISE discipline [ 2-4]. VT ISE, comparatively over the last five years, features women as 31.89% of undergraduate students, 25.24% of master’s students, 35.21% of Ph.D. students, and 22.43% of tenure/tenure trac k faculty [ 1]. While the higher relative percentages in ISE are promising, our field has a way to go before we reach parity. Women encounter unique challenges as engineers. An example of this are the challenges in meeting graduation timelines within VT’s Industrial and Systems Engineering (ISE) program. Specifically, female Ph.D. students, on average, require an additional full semester to complete their doctoral studies compared to their male counterparts [1]. Thus, we are compelled to examine the evolving ISE community landscape, particularly concerning actively championing and empowering women throughout their engineering endeavors. This is where WISE comes in. Gender stereotypes negatively impact women's integration into engineering programs [5]. For instance, women who were perceived as beautiful were often considered less intelligent, and they faced micro -aggressive behaviors that hindered their participation in hands -on group work [ 5]. In addition to negative stereotypes regarding the engineering and mathematical capabilities of women, the culture of engineering departments and workplaces has been identified as a factor in women's decisions to withdraw from engineering programs [ 6, 7]. Promisingly, b etween 2009 and 2010, focus groups involving students from three southeastern universities in the US most frequently cited the “warmth” of ISE for the elevated representation of women in Industrial Engineering. “Warmth” is defined as having inviting atmospheres, approachable faculty and staff, and a valuable social network [ 2]. Comparable patterns were observed in focus group discussions with undergraduate women in IE in both 2018 and 2019: women exhibit a greater inclination towards fields where they perceive empowerment and support [ 8]. A pioneerin g residential program tailored for undergraduate women at the University of Wisconsin -Madison was established to bolster retention rates in science and engineering disciplines [ 9]. This innovative initiative offered a comprehensive array of professional development workshops, research forums, social gatherings, and more, resulting in markedly elevated GPAs among participants [ 9]. Moreover, participants reported social, emotional, and academic benefits of the program [ 9]. Taken together, we posit that depart ments play a role in fostering a welcoming atmosphere , and affinity groups supported by the department reinforce the notion that underrepresented groups are valued, welcomed, and embraced. In line with this vision, we offer a student affinity group PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS called Women in Industrial and Systems Engineering, or WISE, as a potential solution. WISE aims to unite students, faculty from various ISE disciplines, and departmental staff. Moving forward, WISE intends to establish an alumni network. The goal is to fac ilitate collaboration, provide suppor t, and encourage participation across the ISE community. In our research, we analyzed active affinity groups supporting women in engineering within the top 20 Industrial Engineering programs in the US, identified through the US News and World Report ranking in 2023. We sought organizations similar to WISE in supporting women in ISE. We employed a two -fold approach: 1) searching through DEI committee web pages and similar entities for available documents outlining initiatives and existing affinity groups and 2) conducting keyword searches like "Women in {Industria l Engineering, or Industrial and Systems Engineering, or Systems Engineering} at {University name}". Notably, most top IE programs had overarching support organizations for women in STEM or general engineering (SWE) , rather than specifically in industrial engineering. Excluding VT only North Carolina State University mentioned specific affinity groups for women in ISE. Our goal is to expand WISE into a national -level organization within IISE and encourage other universities to establish WISE chapters, thereby supporting women in ISE on a broader scale. Thus, this paper provides an overview of WISE's structure, the resources and support mechanisms WISE utilizes, and W ISE's program offerings, aiming to guide other ISE departments in creating their own WISE groups. Additionally, we analyze survey data from WISE members and non -members to assess its effectiveness and outline future directions, including areas for improvement and expansion. 2. Why an Affinity Group There are already professional societies for engineers broadly like the Society of Professional Engineers or for women within engineering broadly like the Society of Women Engineers. However, ISE stands out for its unique interdisciplinary nature and expansive scope within itself, within the array of engineering disciplines. At VT, ISE includes human factors engineering and ergonomics, management and systems engineering, manufacturing systems engineering, and operations research. The breadth of ISE underscores the necessity of fostering an ISE -centric community where students from various concentrations can seek professional guidance, engage with peers po ssessing a blend of engineering and human -focused skills (such as psychology), and collaborate to enrich their expertise and competencies within the ISE discipline. An ISE- PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS specific affinity group has opportunities to facilitate expressive social capital, fostering a sense of belonging and alignment by providing avenues for students to witness a diverse representation of individuals like themselves in their field [5]. Affinity groups provide multiple benefits for women in academia. They facilitate collaboration among students and female faculty members which enhances motivation and the sense of belonging for female students. A 2017 study reveals that female engineering students paired with female mentors reported heightened feelings of belonging and confidence in their field, along with expressing more ambitious career aspirations [ 10]. This sense of belonging, nurtured by university and departmental groups, has been lin ked to positive outcomes including higher student retention rates, increased graduation rates, improved academic performance, and enhanced emotional well-being [ 11, 12]. Additionally, the presence of affinity groups can cultivate a culture of collaboration, which proves especially advantageous for women who may feel marginalized or isolated within their academic environments, such as minority and first -generation studen ts [11, 13]. Effective activities for promoting student socialization and enhancing stude nt belonging include informal gatherings with peers and faculty, research trainings, and participation in professional conferences [ 12]. Thus, affinity groups tailored specifically for women in ISE emerge as a promising solution to bridge historical gender disparities as they can serve as vital networks for women to connect, exchange experiences, and collaborate to overcome both common challenges and obstacles unique to the female experience. 3. WISE at Virginia Tech – Program Description 3.1 Who WISE Serve s WISE serves as an affinity group dedicated to female -identified ISE students/faculty/staff and allies within the field of ISE at VT, extending membership to anyone interested in participating in its events. Within WISE, members benefit from both formal and informal support systems, including camaraderie, mentorship, and opportunities for knowledge acquisition, all tailored to address the unique challenges encountered by women in engineering. The VT ISE community includes undergraduate generalists, master's and Ph.D. students specializing in one of four concentrations: human factors engineering and ergonomics, management and systems engineering, manufacturing systems engineering, and operations research , and ISE faculty and staff. While various specialties within ISE have their own dedicated student groups (e.g., Human Factors and Ergonomics Society (HFES), Institute for Operation Research and the Management Scienc es (INFORMS)), WISE aims to bridge the gap between these disciplines and facilitate PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS meaningful engagement between students and faculty across the entire spectrum of ISE. We propose that a mixed -specialty group comprising both graduate and undergraduate students fosters cross -disciplinary dialogue and interaction among these distinct group s and with faculty and staff. Such collaboration ensures the cultivation of well -rounded engineers, enhances mentorship opportunities, and enriches the camaraderie experience. As of the time of writing, WISE boasts 65 official members and extends its reach to countless others through inclusive events open to all, irrespective of membership status. Therefore, WISE serv es over 230 female - identified undergraduate and graduate students in the ISE department , as well as any other students who wish to attend our meetings. 3.2 Creation and Organizational Logistics of WISE WISE at VT initially began as an informal social group, with events as early as 2016, and was managed by graduate student volunteers with some financial support from the department. Unfortunately, the informal nature of the group made it difficult for WISE to have c onsistent events and student engagement across semesters, let alone academic years. This was largely due to a lack of a formal membership roster or an established leadership structure, meaning that as student leaders graduated or became too busy with their dissertations, there was no formalized process to hand over WISE and ensure smooth transitions of leadership. This issue was exacerbated by the group being known strictly through word -of-mouth, making it difficult to recruit new leaders and members. In 20 19, only four students came to leadership meetings. Come early 2020, the COVID -19 pandemic shut down on -campus classes and events and WISE went on a brief hiatus. By the time VT campus reopened in 2021, many students who knew about WISE before COVID had g raduated, including three of the four 2019 leaders. This posed a unique and new issue, with WISE in some ways starting from scratch within the student body. The remaining WISE student leader realized that for WISE to thrive, the group needed more formalize d structures. The strategies to provide this formalization were: 1) establish WISE as an official VT student group, 2) create a permanent working relationship with the Diversity, Equity, and Inclusion committee in VT’s ISE department, and 3) create a chart er that outlines the official processes, programming, and expectations of WISE leadership. The three strategies are elaborated below. Establishing WISE as an official VT student group afforded several advantages, including the affordance of significantly more access to campus resources, other funding mechanisms, and a page on the university's student -group website ( Gobbler Connect ) as well as a membership to PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS have an independent communication electronic mailing platform. Establishing WISE as a student group required some VT procedures that are likely unique to each institution, thus we will not explain them in detail. The important part here is that the formalization process required other officers to be recruited (at least a treasurer and president are required, plus five o ther members), thus once the WISE application was accepted, the student group could hit the ground running. Establishing a lasting partnership with the ISE Diversity, Equity, and Inclusion (DEI) committee capitalizes on existing departmental support, guaranteeing sustained financial backing and ensuring that women's voices resonate within the faculty -led committee. This collaboration strengthens WISE's ability to cater to the needs of VT ISE students. The continuity of this partnership is safeguarded by the responsibilities outlined in the official WISE charter, which include the WISE president's role as a student representative on the ISE DEI committee. With resources available to student groups, the staunch support of our department head , and the financial assistance ($750 annually) of the DEI committee, WISE now had the people and means to create some unique events and lay out its future via the charter. This charter provides the organizational structure necessary for WISE’s sustainable pr esence. The charter formalizes and defines each officer role and its expectations, as well as outlines organizational standards for event type and frequency, defines a hierarchy for emergency mid -semester leadership handoffs, and defines the standard leadership handoff process. These components serve to make WISE transparent for prospective officers and to provide the structure necessary to ensure consistency of event offerings. To ensure operational effectiveness and agility, that all students who want to serve have an opportunit y, and that all ISE disciplines are represented, there are several officer roles: Faculty advisor, President, Vice President, Treasurer, Secreta ry, Formal Event Chair, Social Event Chair, Human Factors Liaison, Management Systems Liaison, Operations Research Liaison, Manufacturing Liaison, Graduate Student Representative, and Undergraduate Student Representative. The aforementioned agility relates to the makeup of WISE officers each year. More specifically, if a Human Factors Ph.D. student is the president, then a Human Factors Liaison is not necessary (but still an option for other students), whereas if no officers are Operations Research students , then recruiting an OR student into a low -demand representative role can round out the representativeness of WISE. Note: Our faculty advisor also serves as a representative for faculty. 3.3 Programming and Events PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS WISE adopts a dual -strategy approach to event hosting, encompassing both social and formal gatherings. This approach is designed to cultivate social connections and foster professional development. Social events provide a platform for building camaraderie, facilitating networking opportunities, and promoting social engagement among WISE members and esteemed guest speakers alike. WISE hosts at least one formal and one social event each semester, totaling a minimum of four events a year. Examples of social ev ents include: • Happy Hour , an open event where all ISE students and faculty can go to a local restaurant as a large group and informally mingle (~20 students, ~3 faculty) • Annual WISE dinner that is covered by WISE. This dinner is a closed, members -only event and serves as a targeted opportunity for specifically WISE members to connect with faculty, staff, and other students outside of their specialization or academic level (~25 RSVPs, ~5 faculty) • Crafting Events , such as cookie decorating and Valentine’s card making events, serve as social mixers with an opportunity to be creative (~20 students, ~2 faculty) On the other hand, formal events provide opportunities for professional and academic development. These events have encompassed: • Graduate Student Panel , an open event for all ISE students to learn about graduate school from the perspective of graduate students, professors, and academic counselors in ISE (~60 students have attended over two years) • Negotiation Workshop , an open event for all ISE students to develop negotiation skills for prospective industry jobs and build confidence (~50 students attended) • A Methodical Approach to your Dissertation: Conference and Practical Workshops , an open event for all potential and current PhD students, as well as advising faculty to learn effective ways of conducting research and drafting dissertations (~25 students, 2 faculty) Whenever possible, WISE strives to provide ‘mixed events ’ that seamlessly blend social and formal componen ts. This entails adapting our existing events. For example, the first WISE dinner featured a 15 -minute guest speaker presentation about her experiences as a woman in ISE, followed by open discussions and general mingling. While mixed events are generally dyn amic due to being a varied implementation of another event type, WISE has one standing mixed event called Coffee Breaks that is organized in collabo ration with the DEI committee. Coffee Breaks provide opportunities for casual interactions between department guest speakers and ISE PREPRINT OF OUR SUBMISSION FOR THE 2024 IISE ANNUAL CONFERENCE PROCEEDINGS students over coffee and snacks (provided). Such Coffee Break events typically attract around 20 attendees, including 4 faculty members. Like Coffee Breaks, WISE conducts some co -events with other organizations at VT. Previous collaborations have included hosting events with HFES, Alpha Pi Mu, and the VT ISE DEI committee. In addition to its event programming, WISE is committed to fostering diversity, equity, and inclusion within academia, and actively supports its members by offering scholarships to attend the Faculty Women of Color in the Academy (FWCA) Conference. This initiative is made possible through the generous additional financial support of the department’s DEI committee ($2,000). The FWCA conference is hosted annually by Virginia Tech, and through the collaborative effort between WISE and the DEI committee, 1 5 students have been granted registrations to the event over the past t hree years. 3.4 Survey and Results To understand how well -informed department members are about WISE, their attendance at events, their event p