Questions:
1. Imagine you are the new HR director at Zynga. What do you think you might do in this situation to limit the potential loss of a large number of very talented employees?
a. As the new HR director at Zynga, I would first, plan to avoid a turnover. I would begin to formulate a plan to bring about more reasons for the employees I currently have to stay; this could include more incentives, more stocks, better health care, 401-K, but is not limited to these depending upon what would be catered best to the employees of Zynga. If worse came to worse, I would begin planning on who would be able to take places of those who left and eliminate jobs that are not actually needed and assign the “have to have” jobs to the most experienced employees that remain.
2. Are there any benefits or incentives that you can think of that might make more people want to stay on at Zynga after an IPO was complete and they could “get their money”?
a. A “benefit” that would bring much stress relief to employees would be for them to take a small bit of pressure off of them. If the senior managers let their team know what is due by when and monitor halfway to the deadline (or sooner depending upon the priority of the assignment) rather than constantly monitor, that would help keep many of the employees. Along with that stress relief if the CEO and senior managers were less vocal and belittling, less stress would be upon the employees.
b. Another benefit to the employees could be to offer those thinking about leaving a certain amount of stock in a CD-type bank account where they would have to stay with the company X amount of years before they could have access to that amount of money. If they choose to leave before that date has arrived, they lose that amount.
c. Another incentive would be to offer smaller incentives (smaller vacations, less spending money) to more employees