Build Inclusive Engineering Teams System

Company Context

NovaStack is a 4,500-employee B2B cloud infrastructure company with 1,200 employees in engineering across the US, India, and Eastern Europe. The company has grown quickly through acquisitions and now faces uneven hiring practices, inconsistent promotion outcomes, and below-target retention for underrepresented talent. The CEO has asked the Chief People Officer and VP Engineering to design a company-wide system for building more inclusive engineering teams without slowing product delivery.

Strategic Situation

NovaStack is preparing for an IPO in 24 months. Two enterprise customers have recently asked for workforce diversity disclosures during procurement, and employee engagement surveys show inclusion concerns are concentrated in engineering. Leadership believes this is now a business issue, not only a people issue: attrition is increasing replacement costs, employer brand is weakening, and engineering productivity is being affected by manager inconsistency. You are the strategy lead asked to recommend how NovaStack should design and roll out an inclusion system across the engineering organization.

Data Points

Additional facts:

• Engineering budget can support $3M incremental annual spend for this initiative.
• Leadership wants measurable results within 12 months.
• Engineering managers are already stretched; any solution that adds more than 5 hours/month per manager is likely to fail.
• NovaStack currently uses 6 different interview processes across acquired teams.

Your Task

You are advising the executive team. Develop a strategy for designing a system to build more inclusive engineering teams.

1. Define the problem and size the business impact of the current gaps.
2. Identify the highest-leverage points across the engineering talent lifecycle (hiring, onboarding, performance, promotion, retention, manager capability).
3. Recommend a system design, including which initiatives should be centralized vs embedded in engineering.
4. Prioritize actions for the first 12 months and explain trade-offs under the $3M budget.
5. Propose success metrics and a governance model to ensure accountability.

Constraints

• Must show measurable progress in 12 months.
• Cannot materially slow hiring for 180 open roles.
• Must work across multiple geographies and acquired teams.
• Requires buy-in from engineering leaders who are skeptical of "HR programs" with unclear ROI.