zynga 5-13 5pm

Evaluation
Sheet

1

Evaluation sheet for the Zynga retention toolkit
Version 1
Team Name _____________________________________________________
Team Leader ____________________________________________________
I) Did they convince you that they selected a reasonable set of program goals and metrics for
the overall retention effort?
(Max points 5) Points awarded _____
________________________________________________________________________
II) Did they convince you that they selected and justified the appropriate overall retention
strategy for your organization’s culture, challenges and issues?
_____________________________________________________________________
III) Did they convince you that they have provided an effective retention toolkit that
individual managers can and would use for retaining employees?
Did they convincingly describe each available retention approach or tool, explain why the tool
works and then provide in their support document an effective description of the steps that a
manager could follow to implement each individual retention tool?
· Was the tool’s description clear?
· Did you understand when the tool should be used?
· Was each implementation step clear and understandable?
· Did they clearly explain and sell you on why each step is necessary?
· Were you convinced that this retention tool would work at Zynga?
______________________________________________________________________
NOW, ADD UP THE POINTS FROM ALL THREE SECTIONS (From 0 - 100)
Total over-all points awarded ______
______________________________________________________________________
V) Overall assessment – Will you sign the check? Decide whether to "sign the check" based on
how successfully they sold and convinced you (the evaluator) to theoretically fund their
proposed retention process. (Where a Yes answer means a guaranteed “A” grade for this
assignment)
I would (theoretically) sign the check for funding this project (Yes ___ / No ___ )
End of the evaluation sheet 4/11/1

SFSU Associates Retention Toolkit for Key Employees
MGMT 610 - Human Resource Management
Executive Summary
• Increase Zynga revenue by $60.75 Million per year
• Retention of Key Employees by utilizing cheap and quick tools
• Program ROI: The Costs were $30,000; the Benefits were $60.75
Million
• Retaining Key Employees at a total cost of only $30,000
• The Key Employees Retention Toolkit has been used with a 93.7% success
rate in over 12 corporations in the past two years, the most recent being
at Facebook
Goals of Retention Toolkit
1. Increase revenue by at least 7.5% of Zynga’s annual revenue or $60.75
million.
2. The program's second goal is to increase revenue by 7.5% within the first
six months of implementation.
• Goal Measurement - The CFO will compare revenue from the past year to
the revenue from first six months after implementation. It must be increased
by a minimum of 7.5% for success and less than 5% will call for removal of
program.

Goals
for
the
Retention
Tools

3

• Table of Contents
• Table of Contents ......................................................................................... 3
• Goals of the Retention Tools........................................................................ 4
• Process Map ................................................................................................. 6
• Repeatable Processes ................................................................................... 8
• A
Repeatable
Process
for
Prioritizing
Key
Employees

..................................................................
09

• A
Repeatable
Process
for
Calculating
Turnover
Cost
of
Key
Employees

......................................
19

• A
Repeatable
Process
for
Why
Key
Employees
Left
in
the
Past

....................................................
43

• A
Repeatable
Process
to
Identify
the
Potential

• Causes
of
Turnover
for
Key
Employees

........................................................................................
50

• A
Repeatable
Process
for
Identifying
At-‐Risk

• Key
Employee
Retention
Targets

..................................................................................................
61

• Tools ............................................................................................................ 74
• Speeding
Up
Career
Progression

..................................................................................................
75

• Challenge
Plan

.............................................................................................................................
85

• Learning
Plan

................................................................................................................................
95

• Dream
Job
Program

....................................................................................................................
110

• “Your
Day”/
Development
Day
....................................................................................................
115

• Job
Rotation

................................................................................................................................
124

• Get
the
Family
and
Friends
Involved

..........................................................................................
132

• Sign The Check ........................................................................................ 138

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for
the
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Tools

4

Goals for the Retention Tools
1. Speed Up Your Career Progression - The goal is to help your key employees
find a career path in your organization by identifying their career goals and
developmental needs. A career development or coaching program can help you
with succession planning and can increase employee retention rates by 24.7%
overall.
Goals Measurement - The Department Manager will review career paths for key
employees each quarter in the first week. The manager will review a progression
checklist for career paths at the end of each workweek for success and growth of
key employees, so Zynga will ensure they have an overall retention rate of 24.7 %
within six months.
2. Getting Your Families Involved - The goal is to retain your key employee
through giving gifts, cards, and letters to their friends and families, to maximize
employee productivity. Having friends and family involved has a success rate of
decreasing key employee turnover by 19.8% and it motivates individuals to
increase employee satisfaction.
Goals Measurement - The Department Manager will keep a checklist every
quarter of family and friends of the key employee for gift giving on holidays and
birthdays. The larger gifts are given by the Chief People Officer and approved by
the Chief Financial Officer, to reduce employee turnover by 19.8 %.
3. Planning Your Day/ Development Day - The goal is to motivate your key
employees through strategic learning, planning, and thinking for career
development internally and externally. Fifty key employees will be accepted in this
program to reduce turnover rates by 24.7%, and develop their skills and talent.
Goals Measurement - Human Resources, Department Managers, Supervisors, and
Employee ideas are welcomed to implement employee development and career
planning. The Human Resource Manager facilitates the development day with a
maximum capacity of fifty people in this program.

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5

4. Increase Retention of Key Employees by 27.4% - The goal is to increase the
retention of key employees by 27.4% within the six months of implementation.
Goal Measurement - The HR Director will monitor retention of key employees
for every department utilizing the toolkit. The director will compare the rate of
retention to the goal the first week of every quarter.
5. Increase Revenue by at least 7.5% of Zynga’s Annual Revenue or $60.75
Million –The goal is to increase revenue by 7.5% within the first six months of
implementation.
Goal Measurement - The CFO will compare revenue from the past year to the
revenue from the first six months after implementation. It must be increased by a
minimum of 7.5% for success. Less than 5% will call for removal of the program.
6. Job Rotation -The goals are to increase the motivation, accelerate the
development of key employees, enable them to work in different areas, and
increase their interest with Zynga. The goal is to implement in two days for 90%
accuracy.
Goal Measurement - The Direct Manager is responsible for making sure that key
employees are committed, by using a checklist and having accuracy of 90%.

Repeatable
Processes

8

Repeatable
Processes
A
Repeatable
Process
for
Prioritizing

Key
Employees

A
Repeatable
Process
for
Calculating
Turnover
Cost
of
Key
Employees

A
Repeatable
Process
for
Why
Key
Employees
Left
in
the
Past

A
Repeatable
Process
to
Identify
the
Potential

Causes
of
Turnover
for
Key
Employees

A
Repeatable
Process
for
Identifying
At-‐Risk

Key
Employee
Retention
Targets

A
Repeatable
Process
for
Prioritizing
Key
Employees

9

Now that we have seen the overall process in the process map, we will move on to
our first repeatable process for Prioritizing Key Employees as Retention Targets.
Understanding the importance of targeting key employees will save managers’
time and Zynga’s resources. This repeatable process allows managers to determine
exactly where they should focus their time and resources on Prioritizing Key
Employees.
A Repeatable Process for Prioritizing Key
Employees as Retention Targets
Why Prioritizing Key Employees as
Retention Targets is a Necessary Process
Assuming that all employees have the same retention impact is a mistake.
Prioritizing key employees allows Zynga to distinguish between standard
employees that can be easily replaced with little to no negative impact on Zynga’s
revenue and key employees who are hard to replace and have a high impact on
revenue. Prioritizing key employees as retention targets will save Zynga’s limited
resources, (we simply cannot focus retention efforts on every employee
effectively), managers’ time, budget resources, and will ultimately help increase
revenue. Prioritizing key employees is a step in increasing annual revenue at
Zynga by 7.5% or $60.75 Million ($810.06 Million * .075 = $60.75 Million).
What is Employee Prioritization?
Prioritization is the process of identifying which areas should get the fastest or the
most attention. Prioritizing jobs and individuals has the effect of telling the
retention team where to focus their time and energy. Not every retention problem
that Zynga faces has equal importance or consequences. Decision makers and
people that control budgets can't afford to allocate resources equally to every
problem. In the same light, managers can't afford to spend an equal amount of
time on every potential retention problem they encounter. The only solution to
this dilemma of limited resources and time is to develop some logical process
of allocating resources so that the largest amount of resources goes to the
"right" or most effective retention problems. It only makes sense to put the
most time and dollars into retaining the employees that have the highest "priority"

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or weight. This is done solely for management use, the employees will not be
told of the ranking.
Who, Where, and When of A Repeatable Process for
Prioritizing Key Employees as Retention Targets
The Repeatable Process for Prioritizing Key Employees as Retention Targets
should be conducted by the HR Coordinator and double checked by the HR
Director. Zynga will be able to find information regarding the repeatable process in
the Payroll department, with the CFO, and in the Human Resources Department.
The Repeatable Process for Prioritizing Key Employees as Retention Targets
should be completed yearly; on the very 1st full week of the fiscal year in January.
for the Repeatable Process ofKey Terms
● High Impact: An element that contributes to identifying the prioritization of
key employees (see definition, key employee below).
● Key Employee: An employee, who has been working for Zynga for over 3
months, earns a salary of over $100,000 annually, and whose departure
would impact revenue by 1% or more of Zynga’s annual revenue.
● Prioritization: Process, when executed, ranks employees and jobs based on
their relative importance or priority to the organization. For example,
employees can earn a ranking from 1-3 (1 being top priority and 3 being
lowest priority).
● Prioritization Percentage Target: The number of jobs that should be
targeted for retention efforts. Between 20% - 30% (569 - 854) of total
employees (2846).
● Repeatable Process: Process, when executed, in which different people, at
different times, in different areas get the same result (within 2%).
● Standard Employee: Employee who does not meet the criteria of a key
employee (listed above).

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Goals for the Repeatable Process of Prioritizing
Key Employees as Retention Targets
1. Differentiate key employees from standard employees for management use.
Weight: 55%
2. Prioritize 20% to 30% (569 - 854) of total (2846) employees. Weight: 35%
3. Time requirements: Process will not exceed 6-8 hours per week in overall
work, per employee, during target week. Weight: 10%
Recognize the Benefits for the Repeatable Process of
● Prioritization will narrow the focus of managers and upper management
toward the top 20% to 30% of total employees.
● A process step toward increasing Zynga’s revenue by $60.75 Million.
● Increased productivity across individuals, teams, and units by 23.6%.
● Dramatic results from a small amount of work; 10% to 20% increase on
business impacts.
● By using this process, Zynga will optimize its chance at success which in
turn helps drive job security, enhanced rewards (bonuses), career
advancement opportunities, and reputation for the organization overall.
Now we will provide a detailed progression of each step and the methods used to
determine the factors that Zynga will base the prioritization of key employees on.
Upon using this process, Zynga will quickly (within 48 hours) be able to account
for the key employees that are most valuable to the organization and its long-term
success.

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Step One: Consult Key Source List (provided) to Obtain
Information Regarding Key Employees
By consulting the key source list, Zynga can locate managers/departments that will
provide information regarding key employees. This is the first step in collecting
data which will lead to choosing the factors Zynga will use to prioritize key
employees. The key source list will identify which factors are most relevant for
prioritizing your key employees. Once you have this data you can begin to select
the key employees and focus your retention efforts on these individuals. These
departments and individuals will assist in the process of prioritizing key
employees. This should be done during the first week of the fiscal year (January) in
order to get the greatest success rate of 93.7%.
We have listed several key sources (highlighted are recommended sources)
you can use below:
1. Ask the Senior Managers which Positions are Critical for Success
Quite often the senior manager of a business unit or department knows
instantaneously which positions are crucial. When possible, work directly with the
General Manager or Director of the high priority business units in order to identify
the key jobs:
• Ask them to list the jobs that, if left vacant, will have a high negative
business impact.
• In addition, ask them which jobs, if they were filled with key employees,
would have the most impact on business success.
• Finally, ask them which positions where they might want you to "hire them
all" because the firm is always facing a shortage in this key position.
• Independently ask several of the top managers to identify the top three key
positions in their unit. If there is agreement, you can rest assured that you
have already identified the key positions.

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We have listed several key sources (highlighted are recommended sources)
you can use below:
2. Ask Training and HR Planning which Key Skills are Essential for Success
In many organizations, the training and development function or the human
resource planning function have pre-identified the key skills and competencies that
are required for the continued success of the corporation.
• Contact the individuals responsible for workforce planning and training and
development.
• Ask them to provide you with the list of the key skills and competencies that
have been identified as being essential to the future success of the firm.
• Have the GM of each business unit verify that those skills are in fact
essential and also that the firm is facing a shortage of those skills.
• Next, identify work with recruiting in order to identify the positions that
require those skills and give those positions a higher hiring priority.
3. Look at the Budget to Identify High Priority Positions
Generally, positions that are given increased headcount across the business units
are high priority positions. High priority positions are also exempt from hiring or
salary freezes.
4. Ask Recruiting about the Most Critical Hiring Jobs
Typically the recruiting department has already identified the most critical or hard
to hire jobs. Obviously if a job is hard to fill, then this is an important job to target
retention efforts on. Ask them to share with you the most difficult to recruit jobs.
5. Ask Consultants for an Unbiased, Second Opinion on Critical Positions
It is a good idea to get a second opinion by working with executive recruiters to
identify the hard to retain positions.

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What to Do Next with the Data from Key Source List
Once you have consulted the key source list to obtain the necessary information
regarding key employees, the next step is to apply the information to identify the
factors for prioritizing key employees. The data you should collect from the key
source list will be the prioritization factors that are most relevant to Zynga. Once
you have collected this information you can then begin the process of prioritizing
key employees. This is an important step because it identifies the most important
factors (i.e., High Impact) that employee prioritization should be based on.
Step Two: Identify Factors for Prioritizing Key Employees
Using Information Acquired from Key Source List
We recommend no less than two factors and no more than four factors be
utilized to accurately identify how key employees will be prioritized.
Highlighted below are the “HIGH IMPACT PRIORITIZATION” factors that
we recommend Zynga use to identify how key employees will be prioritized.
Example below:
HIGH IMPACT PRIORITIZATION FACTORS
1. High Value Individuals- Individuals that are top performers, difficult to
replace, and/or possess essential skills or contacts.
2. Critical or Pivotal Positions/Skills- In some cases, high retention rates in
certain jobs or for certain essential skills are critical to an organization's success,
regardless of which department or business unit the position or skill resides. For
example, in organizations where great management is essential, the top job in
every business function, department, and business unit might be targeted for high
retention levels. In some cases, these jobs are targeted because they are just hard
to replace but most cases they are targeted because of their high profit impact and
because they serve as a "feeder job" for other higher management positions.

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3. Revenue Impact Jobs – Jobs that create revenue are almost always at the top of
retention priority lists. But you also need to include jobs that handle money and
jobs where bad interactions with high profit customers or suppliers can impact
business results.
4. Critical Departments or Products -- Some departments, functions, or
products, may be critical when it comes to retention, even though these
departments don't reside in a priority business unit. For example in an organization
where quality is essential, the six sigma function may be critical to business
success in every business unit (i.e. including low priority business units). In those
cases, retention efforts would focus on all six sigma related jobs throughout the
corporation.
5. Individuals "At Risk" of Leaving – It’s important to develop a process for
identifying which of your high value employees are most likely to leave. Targeting
retention efforts on individuals that are not being recruited externally or that are
likely to retire with the company makes little economic sense.
6. High Loss Potential Jobs – Jobs that include work that has the possibility of a
high “negative” loss if an error is made, needs to be given a high priority (Even if
insurance covers most of the losses). This loss could be damaging PR to physical
destruction, loss of life, something that stops production, distribution or sales.
7. Geographic Area -- If most of your high-impact jobs are in a limited
geographic area, it makes sense to focus your initial efforts on employees that
work within that area.
8. Key Business Units --The most important business units are generally those that
have the highest profit margins, that have the highest growth rate, or that bring in
the most revenue. Generally retention efforts are focused on the jobs that reside in
the most important business units in an organization.
9. Ask Senior Manager’s for Others - Because senior managers overlook the
company’s employees and operations, they know firsthand and have insight upon
which employees are key employee targets. Senior managers are able provide more
in depth information about key employees which is never documented.

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Decision Point: If less than two factors or more than four factors are identified as
critical to Zynga, consult senior managers on what factors to base prioritization on.
Once specific factors are identified as critical determinants for the process of
prioritizing key employees, Zynga will use chosen factors to rank employees based
on their relative importance and/or priority to Zynga. Employees will be
categorized into high-priority, standard-priority or low-priority employees, which
will accurately measure the loss Zynga will incur in the event of employee
departure.
Step Three: Prioritize Key Employees Based on Factors
Identified in Step Two
Now that you have information regarding which prioritization factors are most
relevant to Zynga, and who fits into these factors, you will have a list containing
the names of key employees. This process is an essential part of our toolkit. The
list of names you have gathered from steps one through three will be the key
employees you will base the rest of the toolkit process on.
Decision Point: Should you identify less than 20% as key employees consult the
CEO and CFO as to the direction for retention efforts.
As the process demonstrates, when Zynga has limited time and resources, it must
prioritize employees in order to focus its retention efforts. This can be done
quickly and will enhance the utilization of the resources within Zynga. Although
this process can be implemented with a 93.7% success rate, there is still a 6.3%
capacity for error. These errors, although uncommon, can have a substantial impact
on the success of the process and therefore, must be identified in the next sub-
section.

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Potential Problems & Solutions with the Process of
Prioritizing Key Employees
Through the pilot studies that we have conducted where the process of prioritizing
key employees was implemented, we have identified a list of the problems that
occurred less than 6.3% of the time, which altered the success rate from the stated
93.7% to 81.4%.
● Problem: Automatically prioritizing employees at top levels of the
organizational hierarchy.
Solution: Check your biases towards top level positions at the door. Not all
top-level positions will be prioritized and it is extremely important to
communicate this to individuals involved as the key sources mentioned
above.
● Problem: Having more than 50% of the selection criteria subjective.
Solution: Set clear selection criteria that are metrics driven. Do not accept
anything without metrics (dollar impact, % impact) to back it up.
● Problem: Not revising the list periodically (with at least 20% change).
Solution: Keeping the HR Generalist involved in the process of prioritizing
key employees will ensure that the list stays active and accurate. Have this
person set up recurring quarterly reminders in their Outlook calendar to
avoid letting the list fall through the cracks.
● Problem: HR does the prioritization on its own without consulting Senior
Managers due to schedule conflictions.
Solution: Ask Senior Managers to keep an ongoing monthly list of key
employees that will be readily available to HR as requested. We suggest
Zynga outlines this task in managers’ job descriptions.
● Problem: Failing to include diversity in the equation.
Solution: Prioritization efforts must target key employees meeting
requirements identified by all factors.
● Problem: Not calculating the business impacts in dollars and the ROI of the
process.
Solution: Always measure the impacts in terms of dollars and ROI, not just
as money saved and lowered costs.

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Realizing the potential problems before implementing the toolkit will greatly
improve Zynga’s chances of a successful retention program. After the prioritization
process has been completed, it is necessary to calculate the negative impact key
employee turnover can have on not only Zynga’s revenue, but also on its
productivity and resources.
Now We Will Calculate the Impact on Revenue that
Losing a Key Employee Can Have at Zynga.
STOP - If you have any questions or concerns please let us know. We would
like your approval before going forward. If we have your approval please
move on to page 19.

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Now that we have identified key employees and the importance of prioritizing
them, we will move on to a repeatable process for how to calculate the turnover
cost of key employees. Calculating the turnover costs of key employees shows the
dollar impact that they have on a firm and puts into perspective the importance of
prioritizing them. In essence, managers and HR personnel will see where to focus
their retention efforts on. This is important as dollar impact can be upwards of
$60.75 million at Zynga.
A Repeatable Process for Calculating the
Turnover Costs of Key Employees
Why Calculating Turnover Costs of Key Employees is
Necessary
We estimate that the costs and loss of productivity due to turnover of key
employees can damage Zynga’s revenue and operational costs by more than 7.5%
or $60.75 Million ($810.06 Million * .075 = $60.75 Million). Calculating key
turnover costs will provide data, which Zynga can use to determine whether it has
a retention issue.
What are Costs of Employee Turnover?
Employee turnover costs are costs that are in essence, lost revenue that would have
been realized had the company retained the employee as well as the cost of finding,
hiring, and training a new employee. This also includes the initial grace period
where the new employee is not producing the equivalent of that of the former
employee.

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Calculating the Turnover Costs of a Key Employee
The Repeatable Process for Calculating the Turnover Costs of a Key Employee
should be conducted by the departmental managers in collaboration with Human
Resources. Zynga will be able to find the information for calculating the turnover
costs of a key employee in the Human Resources department, with Payroll, and
with the CFO and CPO. This should be done at the start of a calendar year and
fiscal year (January) when Zynga is analyzing a potential retention problem.
In order to begin any process you must set goals,
define the terminology being used, and recognize the benefits.
Key Terms for the Repeatable Process of
Calculating Turnover Costs for Key Employees
• Accuracy of Cost Calculations: Within 2% of actual cost to the firm.
• Cost of Turnover: Costs that are tangible or intangible associated with
replacing an employee.
• Key Employee: An employee who has been working for Zynga for over 3
months, earns a salary of over $100,000 and whose departure would impact
1% or more of Zynga’s annual revenue.
• Quality: General excellence of standard or level of six-sigma, 99.99966% -
100%.
• Repeatable Process: Process, when executed, in which different people, at
different times, in different areas get the same result (within 2%).
• Voluntary Turnover: The percentage of the total number of workers who
willingly leave Zynga and have to be replaced in a given time period to the
average number of key employees. Formula: VKE/KE=KTR*100, where
VKE is voluntary key employees displaced, KE is the number of key
employees at Zynga, and KTR is the key turnover rate.

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In order to begin any process you must set goals, define the terminology being
used, and recognize the benefits. The goals for measuring turnover costs and
impacts should be based on the effect a key departure has on revenue, having
accurate results, and being done quickly.
Goals for the Repeatable Process of Calculating
Turnover Costs for Key Employees
1. Identify the dollar impact related to losing a key employee(s) and its
financial effects on Zynga’s revenue. Weight: 85%
2. Accuracy rate of calculations to ensure quality. Weight: 10%
3. Time requirements: Calculations will not exceed 8 hours. Weight: 5%
Recognize the Benefits to the Repeatable Process of
Calculating Turnover Costs for Key Employees
● Allows executives to determine the real cost of turnover including
intangibles such as knowledge and skills.
● Based on dollar impact, this process allows executives to make initial
decisions to begin cutting turnover by increasing retention efforts.
● Helps identify the turnover cost per key employee to determine whether or
not Zynga has a retention problem and whether or not it is cost effective to
recognize it and focus resources on fixing it.
Step One: Calculate the Dollar Impact of Losing One Key
Employee Last Year
Prior to examining the impact that key employee departures incur, you must first
list all the factors that are affected by it. This is done by the Human Resource
Director and double-checked by Payroll. By working with the CFO’s office, data
can be obtained to assist in calculating these costs. This is performed every
Monday of the second full week of January.
When examining the impacts that key employee departures incur, you must first
list all the factors that are affected by it. While there is the initial savings of not
paying salaries and benefits, great managers know that losing a key employee

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results in a drastic drop in productivity. This leads to a loss of output and
ultimately a loss in revenue. This is money that does not need to be lost, and
should be avoided at all cost. By using this process you can help ensure that Zynga
avoids these losses.
We have provided a list of costs associated with losing a key employee. Each
Departmental Manager should also add any unique costs that may be specific to an
individual department (such as special software training). The costs themselves
should be calculated by the HR Coordinator and double-checked by the Payroll
Department. You can get data to assist you with calculating these costs by working
with the CFO’s office.
We have highlighted the “DO NOT OMIT” areas, which are the costs that should
be calculated first in the face of time restraints. Example below:
Factors contained within purple boxes are considered
“DO NOT OMIT” Factors
Factors That Create Turnover Costs
Part A - Key Replacement Administrative and Lost
Investment Related Costs
A1. Productivity Losses – Calculate the cost of lost productivity at a minimum of
40% to 60% of the leaving person's compensation and benefits costs for each week
the position is vacant, even if there are other employees performing the work.
Calculate the lost productivity at 100% if the position is completely vacant for any
period of time.
A2. Lost Knowledge, Skills, and Contacts - Calculate the cost of lost knowledge,
skills, and contacts that the departing employee is taking with them out of your
door. Use a formula of 50% of the person's annual salary for one year of service,
increasing each year of service by 10%.

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A3. Replacement Employees – Calculate the cost of the person(s) who fills in
while the position is vacant. This can be either the cost of a temporary employee,
or the cost of existing employees performing the vacant job in addition to their
own.
A4. Administrative Extra Costs - Calculate the cost of conducting a post-exit
interview to include the time of the person conducting the interview, the time of
the person leaving, the administrative costs of stopping payroll, benefit deductions,
benefit enrolments and the cost of the various forms needed to process a resigning
employee.
A5. Loss of Manager Time - Calculate the cost of the manager who has to
understand what work remains, and how to cover that work until a replacement is
found. Calculate the cost of the manager who conducts his or her own version of
the employee exit interview.
A6. Loss of Training Investment- Calculate the cost of training your company
has invested in this employee who is leaving. Include internal training, external
programs and external academic education. Include licenses or certifications the
company has helped the employee obtain to do their job effectively.
A7. Position Vacancy- Calculate the impact on departmental productivity because
the person is leaving. Who will pick up the work, whose work will suffer, what
departmental deadlines will not be met or delivered late. Calculate the cost of
department staff discussing their reactions to the vacancy.
A8. Severance Package - Calculate the cost of severance and benefits
continuation provided to employees who are leaving that are eligible for coverage
under these programs.

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Part B - Recruitment Costs for Finding A Replacement
Employee
B1. Hiring Department/Manager Expenses- The cost of the hiring department’s
(immediate supervisor, next level manager, peers and other people on the selection
list) time to review and explain position requirements, review candidates
background, conduct interviews, discuss their assessments and select a finalist.
Also include their time to do their own sourcing of candidates from networks,
contacts and other referrals. This can take upwards of 100 hours.
B2. Assessment/ Pre-Employment Tests Cost - Calculate the cost of the various
candidate pre-employment tests to help assess a candidate’s skills, abilities,
aptitude, attitude, values and behaviors.
B3. Recruiting Advertising Costs - The cost of advertisements (from a $200
classified to a $5,000 display advertisement); agency costs at 12 - 20% of annual
compensation; employee referral costs of $500 - $2,000 or more; Internet postings
of $300 - $500 per listing.
B4. Recruiter Costs - The cost of the internal recruiter's time to understand the
position requirements, develop and implement a sourcing strategy, review
candidate’s backgrounds, prepare for interviews, conduct interviews, prepare
candidate assessments, conduct reference checks, make the employment offer and
notify unsuccessful candidates. This can range from a minimum of 30 hours to
over 100 hours per vacant position.
B5. Recruiter Assistant Costs - Calculate the cost of a recruiter's assistant who
will spend 20 or more hours in basic level review of resumes, developing candidate
interview schedules and making any travel arrangements for out of town
candidates.

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B6. Resume Viewing Costs - Calculate the administrative cost of handling,
processing and responding to the average number of resumes considered for each
opening at $3.50 per resume.
B7. New Hire Interviews - Calculate the number of hours spent by the internal
recruiter interviewing internal candidates along with the cost of those internal
candidates to be away from their jobs while interviewing.
B8. Reference/Background Check Cost - Calculate the cost of reference,
educational and criminal background checks, especially if these tasks are
outsourced. Don't forget to calculate the number of times these are done per open
position as some companies conduct this process again for the final two or three
candidates.
Part C - Costs of Training a Replacement Employee
C1. Orientation Costs - Calculate the cost of orientation in terms of the new
person's salary and the cost of the person who conducts the orientation. Also
include the cost of orientation materials.
C2. Training of the New Hire- Calculate the cost of departmental training as the
actual development and delivery cost plus the cost of the salary of the new
employee. Note that the cost will be significantly higher for some positions such as
sales representatives and call center agents who require 4 - 6 weeks or more of
training.
C3. Trainer Fee - Calculate the cost of the person(s) who conducts the training.
C4. Training Materials - Calculate the cost of various training materials needed
including company or product manuals, computer or other technology equipment
used in the delivery of training.

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Part D - Lost Productivity Costs
D1. Deadlines/Product Delays - Calculate the impact cost on the completion or
delivery of a critical project where the departing employee is a key participant.
D2. Manager Time Lost - Calculate the cost of reduced productivity of a manager
or director who loses a key staff member, such as an assistant, who handled a great
deal of routine, administrative tasks, that the manager will now have to handle.
D3. Low Productivity Time - Upon completion of whatever training is provided,
the employee is contributing at a 25% productivity level for the first 2-4 weeks.
The cost therefore is 75% of the new employee's full salary during that time period.
D4. Moderate Productivity Time - During weeks 5 - 12, the employee is
contributing at a 50% productivity level. The cost is therefore 50% of full salary
during that time period.
D5. Nearly Full Productivity Time - During weeks 13 - 20, the employee is
contributing at a 75% productivity level. The cost is therefore 25% of full salary
during that time period.
D6. New Hire Mistakes - Calculate the cost of mistakes the new employee makes
during this elongated indoctrination period.

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Part E - New Hire Costs
E1. Coaching - Calculate the cost of a manager's time spent developing trust and
building confidence in the new employee's work.
E2. New Hire Administration Costs- Calculate the cost of bringing the new
person on board including the cost to put the person on the payroll, establish
computer and security passwords and identification cards, business cards, internal
and external publicity announcements, telephone hook-ups, cost of establishing
email accounts, costs of establishing credit card accounts, or leasing other
equipment such as cell phones, automobiles, laptops, etc.
Part F - Lost Revenue Costs
F1. Lost Revenue Per Employee - For staff, calculate the revenue per employee
by dividing total company revenue by the average number of employees in a given
year. Whether an employee contributes directly or indirectly to the generation of
revenue, their purpose is to provide some defined set of responsibilities that are
necessary to the generation of revenue. Calculate the lost revenue by multiplying
the number of weeks the position is vacant by the average weekly revenue per
employee

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Calculate the Total Loss of Revenue from One
Key Employee
According to the factors listed in part one calculate the dollar amount of losing a
key employee using the formula:
Lost Opportunity Cost+ Recruitment Costs+ Training Costs+ Lost
Productivity Costs+ New Hire Costs+ Lost Sales Costs = Total loss of one key
employee,
or
A + B + C +D + E +F = Total loss of one key employee
We have included a Sample Cost Sheet for your use.
Sample Total Cost Sheet: Costs of Turnover
Part A - Key Replacement Administrative and Lost Investment Related
Costs
A1-Productivity Losses
$
IMPACT FACTOR
1 $1,080 Weekly salary of fill-in person
2 50% Lost productivity of fill in person, use 40%-60% loss rate
A1
TOTAL $540 Lost productivity cost (Line 1 x Line 2)
A2-Lost Knowledge, Skills, and Contacts
$
IMPACT FACTOR
1 $100,000 Annual Salary
2 50% Lost knowledge, skills and contacts, % of salary
3 $50,000 Lost knowledge, skills and contacts (Line 1 x Line 2)
4 3 Years of service
5 10% Annual premium, 0 to 1.0
6 1.21 Loss Factor [(1 + Line 5)^(Line 4 - 1)]
A2TOTAL $60,500 Cost of lost knowledge (Line 3 x Line 6)

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A3-Replacement Employees
$
IMPACT FACTOR
1 $1,080 Weekly salary of fill-in person
2 6 Number of weeks the person fills-in
A3
TOTAL $6,480 Cost of replacement employee
A4-Administrative Extra Costs
$
IMPACT FACTOR
A4
TOTAL $500 Cost of a formal exit interview and processing time
A5-Loss of Manager Time
$
IMPACT FACTOR
1 $600 Cost of mgr's time to understand what work remains
2 $100 Cost of mgr's time who conducts own exit interview
A5
TOTAL $700 Total Cost (Line 1 + Line 2)
A6-Loss of Training Investment
$
IMPACT FACTOR
1 $1,200 Cost of training EE by company personnel
2 $1,400 Cost of training EE by ext. prog./academic inst.
3 $1,400 Licenses/certifications paid for by company
A6
TOTAL $4,000 Total Cost (Line 1 + Line 2 + Line 3)
A7-Position Vacancy Caused
$
IMPACT FACTOR
1 $2,000 Productivity lost because the person is leaving
2 $500 Cost of staff discussing vacancy
A7
TOTAL $2,500 Total Cost (Line 1 + Line 2)

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A8-Severance Package
$
IMPACT FACTOR
1 $10,000 Severance package, $10,000/wk x 10 wks on average
2 $3,500 Benefits provided to employee, 35% of Line 1
A8
TOTAL $13,500 Total Cost (Line 1 + Line2)
Part B - Recruitment Costs For Finding A Replacement Employee
B1-Hiring Department/Manager Expenses
$
IMPACT FACTOR
1 $27 Hourly cost
2 20 Hours, can take upwards of 100 hours of total time
B1
TOTAL $540 Recruiter's assistant, cost of (Line 1 x Line 2)
B2-Assesment/Pre Employment Test Cost
$
IMPACT FACTOR
1 $10 Skills test
2 $10 Abilities test
3 $10 Aptitude test
4 $10 Attitude test
5 $10 Values test
6 $10 Behavior tests
7 $60 Total of tests per applicant (Sum Line 1 to Line 6)
8 10 Number of applicants tested per position filled
9 $600 Total of all tests (line 7 x Line 8)
10 $100 Job Fit Assessment (use $100 for estimating purposes)
11 3 Number assessed per position filled
12 $300 Job Fit Assessments (Line 10 x Line 11)
B2
TOTAL $900 Total cost per position filled (Line 9 + Line 12)

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B3-Recruiting Advertising Costs
$
IMPACT FACTOR
1 $1,200 Advertising, classifieds, and display ads
2 $100,000 Position's annual salary, fully burdened
3 10% Agency fee @ 10%-30% of annual compensation
4 $10,000 Agency fee (Line 2 x Line 3)
5 $0 Employee referral, e.g., <$500 to >$2,000
6 $300 Internet posting, e.g., $300-$500 per listing
7 2 Number of Internet postings
8 $600 Internet postings (Line 6 x Line 7)
9 $0 Sign-on bonus
10 $0 Relocation package
B3
TOTAL $11,800 Total costs (Line 1 + Line 4 + Line 5 + Line 8 to Line 10)
B4-Recruiter
$
IMPACT FACTOR
1 $27 Hourly costs
2 75 Hours, min. of 30 hours to 100+ hours per position
B4
TOTAL $2,025 Internal recruiter's cost (Line 1 x Line 2)
B5-Recruiter's Assistant
$
IMPACT FACTOR
1 $18.90 Hourly cost for a Recruiter's assistant
2 20 Hours, min. of 30 hours to 100+ hours per position
B5
TOTAL $378 Recruiter's assistant, cost of (Line 1 x Line 2)
B6-Resume Viewing Costs
$
IMPACT FACTOR
1 $3.50 $ cost/resume (handling/processing/responding)
2 100 Average number of resumes processed
B6
TOTAL $350 Viewing costs (Line 1 x Line 2)

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B7-New Hire Interviews
$
IMPACT FACTOR
1 $27 Hourly cost for internal recruiter
2 10 Hours spent interviewing internal candidates
3 $270 Cost of internal recruiter (Line 1 x Line 2)
4 $50 Hourly rate of position interviewing
5 35% Additional costs for benefits
6 $68 Hourly cost of internal applicant (Line 4 x (1.00 + Line 5))
7 10 Hours by internal candidates in interviewing
8 $675 Cost of internal candidates interviewing (Line 6 X Line 7)
B7
TOTAL $945 Total costs of internal interviews (Line 3 + Line 8)
B8-Reference/Background Check Costs
$
IMPACT FACTOR
1 $45 Drug screen
2 $25 Educational verification
3 $20 Criminal background checks
4 $10 Other reference checks
5 $100 Total per candidate screened (Sum Line 1 to Line 4)
6 3 Number per position filled
B8
TOTAL $300 Total cost per position filled (Line 5 x Line 6)

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Part C - Costs Of Training A Replacement Employee
C1-Orientation Costs
$
IMPACT FACTOR
1 $50 New employee's hourly salary
2 10 Hours spent in new employee orientation
3 $60 New employee's salary for orientation (Line 1 x Line 2)
4 $35 Employee's salary who does the orientation
5 10 Hours spent in new employee orientation
6 $350 Employee salary conducting orientation (Line 4 x Line 5)
7 $100 Orientation materials
C1
TOTAL $510 Orientation, cost of (Line 3 + Line 6 + Line 7)
C2-Training of New Hire
$
IMPACT FACTOR
1 $1,000 Department training development and delivery
2 $50 Hourly rate of new employee
3 50 Hours in training by new employee
4 $2,500 Salary of new employee while in training (Line 2 x Line 3)
C2
TOTAL $3,500 Total department training costs (Line 1 + Line 4)
C3-Trainer Fee
$
IMPACT FACTOR
1 $35 Hourly rate of training personnel
2 40 Hours of training
C3
TOTAL $75 Cost of trainer's time (Line 1 x Line 2)

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C4-Training Materials
$
IMPACT FACTOR
1 $200 Training materials
2 $200 Computer costs
3 $200 Other equipment costs
C4
TOTAL $600 Materials costs (Line 1 + Line 2 + Line 3)
Part D - Lost Productivity Costs
D1-Deadlines/Product Delays
$
IMPACT FACTOR
D1
TOTAL $4,500 Non-completion or delivery of a critical project
D2-Manager Time Lost
$
IMPACT FACTOR
1 $65 Hourly rate of manager who loses a key staff
2 25 Hours lost due to losing key staff member
3 $1,625 Cost of lost productivity (Line 1 x Line 2)
4 $75 Director's $/hr who loses a key staff member
5 10 Hours lost due to losing key staff member
6 $750 Cost of lost productivity (Line 4 x Line 5)
D2
TOTAL $2,375 Total cost of lost productivity (Line 3 + Line 6)
D3-Low Productivity Time
$
IMPACT FACTOR
2 $2,000 New employee's weekly salary
3 75% Lost productivity factor (a given)
4 $1,500 Lost productivity, weekly (Line 2 x Line 3)
5 3 Weeks at a 75% loss rate, use 2, 3, or 4
D3
TOTAL $4,500 Lost productivity at 75% loss rate (Line 4 x Line 5)

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D4-Moderate Productivity Time
$
IMPACT FACTOR
4 $1,000 Lost productivity, weekly (Line 2 x Line 3)
5 5 Weeks at 50% loss rate, use 1 to 8
D4
D5-Nearly Full Productivity Time
$
IMPACT FACTOR
4 $500 Lost productivity, weekly (Line 2 x Line 3)
5 5 Weeks at 25% loss rate, use 1 to 8
D5
D6-New Hire Mistakes
$
IMPACT FACTOR
D6
TOTAL $1,000 By new employee during indoctrination period
Part E - New Hire Costs
E1-Coaching
$
IMPACT FACTOR
1 $65 Hourly rate for Manager
2 50 Hours Manager needs to develop trust, etc
E1
TOTAL $3,250 Cost of manager's time (Line 1 x Line 2)

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E2-New Hire Administration Costs
$
IMPACT FACTOR
1 $50 To put the person on the payroll
2 $50 To secure computer & security passwords
3 $50 Identification and business cards
4 $200 Internal and external publicity announcements
5 $50 Telephone hookups, establishing email accts
6 $60 Establishing credit card accounts
7 $70 Leasing equipment, e.g., cell phones, automobiles, etc.
E2
TOTAL $530 Total costs (sum Line 1 through Line 7)
Part F - Lost Revenue Costs
F1-Lost Revenue Per Employee
$
IMPACT FACTOR
1 $1.14 B Yearly Revenue
2 3,000 Number of Employees
3 $380,000 Annual Revenue per employee (Line 1 / Line 2)
4 $7,308 Weekly revenue per employee (Line 3 / 52)
5 6 Number of weeks position is left vacant
F2
TOTAL $43,846 Total costs of vacancy (Line 4 x Line 5)

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CALCULATIONS OF TOTAL LOSS OF REVENUE
FROM ONE KEY EMPLOYEE
Calculations
$
IMPACT FACTOR
1 $88,720 A-Lost Opportunity Cost
2 $17,238 B-Recruitment Costs
3 $4,685 C-Training Costs
4 $19,875 D-Lost Productivity Costs
5 $3,780 E-New hire Costs
6 $43,846 F-Lost Revenue Sales
TOTAL $178,144 Total Loss of Revenue (Line 1 + Line 2 + Line 3 + Line 4 + Line 5 +
Line 6)
Potential Problems & Solutions to the Cost Sheet
• Problem: Over/under estimating costs.
Solution: To avoid this problem, managers should create a range of costs by
filling out the Costs Sheet conservatively, with low dollar amounts, and then
filling one out liberally, with higher dollar amounts. Having two cost sheets
will create a range that will better help management assess the costs of key
employee turnover.
• Problem: Believing calculating turnover costs is an unnecessary step.
Solution: Calculating the total turnover costs is essential for Zynga to
identify all of the costs incurred through the loss of a key employee. Without
using the Costs Sheet, managers won’t be able to see the actual dollars being
lost and therefore might not take immediate and necessary action. This step
is a key in determining and rectifying retention problems.

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• Problem: Not updating the cost form.
Solution: As Zynga grows and the social gaming industry grows, there will
be other costs that affect the cost of key employee turnover. Adding these
new and additional costs are necessary to keep the Cost Sheet a valuable and
accurate tool. In addition to adding different costs, it might also be necessary
to omit other costs such as health care benefits, if a national health care plan
is introduced.
• Problem: Using the wrong data.
Solution: Although managers might find it more time efficient to
guesstimate some numbers or input a number they believe “sounds right,” it
is essential for managers to take the necessary time and effort to complete
the from correctly. Partnering with Human Resources, Payroll, and C-level
managers will ensure that mangers fill the form out correctly. This
collaboration will also give managers key information that will help them
later in the toolkit.
Decision Point: If the dollar impact is less than 1% (threshold for a single key
employee) of Zynga’s annual revenue ($810.06 Million * .01 = $8.1006 Million)
for the year, consult the CFO to see if it is financially beneficial to proceed.
The list of factors may appear to be lengthy at first glance, but understanding the
many costs associated with key employee departures will give a more accurate
assessment of the dollar impact and productivity loss that the key employee’s
departure has on Zynga’s revenue. Now that we have identified the factors that
create the costs from turnover and the methods used to calculate these costs, we
will analyze how to identify voluntary Key Employee departures in the last year.

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Step Two: Identify Number of Key Employees Who Left
Voluntarily Last Year
Identifying the number of key employees who left voluntarily in the last year will
give Zynga an accurate assessment of the dollar impacts associated with voluntary
turnover. To do this, the HR coordinator must compile a list of key employees
who voluntarily resigned from their position in the previous fiscal year. To ensure
accuracy, this list must be double-checked by CPO. They should work with
Payroll to acquire a correct number of key departures. This should be done the
Tuesday of the 1st full week of January.
Decision Point: If the manager was not with the firm in the previous year, then
they must consult with Human Resources to identify who these employees were.
Decision Point: If you are unable to identify any key departure after this step, stop
and consult with CFO to see if it is financially beneficial to go back two calendar
years.
Identifying the number of key employees who left voluntarily within the past year
is essential to accurately calculate the impact these departures have made on
annual revenue. Not only does identifying this figure provide the dollar impact of
the loss of a key employee presently, but it can also help forecast any potential
losses that may be incurred in the future. After examining the proper way to
identify the number of key employees, it is now possible to calculate the total
revenue loss due to these key employee departures.

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Step Three: Calculate Total Loss of Revenue Due to the Loss
of Key Employees Last Year
Calculating the total dollar impact of key employee turnover will provide data to
help Zynga determine if they should be concerned about retention.
Use the following formula to find total losses:
(Voluntary Key Departures) * Total Cost Created For
Turnover of One Key Employee =
Total Loss of Revenue Due to Loss of Key Employees
The formula takes the number of key employees who left Zynga both
voluntarily and involuntarily, calculated at the end of step two, and multiplies
it by the sum of costs that are created when a key employee leaves. This gives
you the total losses in revenue due to key departures. Human Resources should
work with Payroll and have the calculations checked by the CFO. This should be
done on Wednesday of the 1st full week of January.
Decision Point: Should the number generated not be above 7.5% (threshold for
multiple key employees) of Zynga’s annual revenue ($810.06 Million * .075 =
$60.75 Million), one can consult the CPO and CEO to determine if continuing is
necessary.
If you would like to see a sample cost sheet with calculations turn to Appendix
on page A1.
As the process demonstrates, Key Employees play a major role in the success of
a firm as evidenced by the dollar impact generated with our formula. Not only are
they productive, they carry with them invaluable knowledge, contacts, skills, and
numerous other impacts on Zynga’s revenue. Zynga’s turnover percentage may be
low, but if these people are Key Employees, leaving can have a drastic effect on
revenue through hidden costs. Utilizing this process at least once a year by
Human Resources can help identify any potential retention issues.

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Although formulas and potential costs are listed, there is still a 4.7% capacity for
error. These errors are uncommon, but if calculated may affect the outcome of the
process. They are identified in the next subsection.
Potential Problems and Solutions to the Repeatable Process
of Calculating Turnover Costs of Key Employees
Through the pilot studies that we have conducted where the process of calculating
turnover costs of key employees was implemented, we have identified a list of the
problems that occurred less than 2.3% of the time, which altered the success rate
from the stated 93.7% to 81.4%.
● Problem: Automatically prioritizing employees at top levels of the
organizational hierarchy.
Solution: Not all top -level positions will be prioritized and it is extremely
important to communicate this to individuals involved in key sources. Don’t
worry about egos being offended as this repeatable process is solely done for
the use of managers as we have mentioned previously.
● Problem: Having more than 50% of the selection criteria subjective
Solution: Crosschecking criteria with other managers as well as Human
Resources and the CPO will help to avoid this major pitfall. Because
managers can sometimes get caught up in politics and personality wars in
their respective departments, ensuring managers do not work on the criteria
individually will dramatically decrease errors.
● Problem: Not revising the list periodically (with at least 20% change
Solution: Because business changes at such a rapid pace, it is important to
keep all criteria current and relevant to the business at the time. To do this,
managers should review the criteria list on a yearly basis before they
complete the list. During this time, changes to the criteria should be made as
necessary.

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● Problem: HR does the prioritization on its own without consulting Senior
Managers.
Solution: Senior Managers are key in this process as they are the people
most familiar with their departments and teams. Excluding Senior Managers
from this process will result in inaccurate calculations and data. To ensure
this does not happen, Human Resources and Senior Managers should
collaborate together throughout the process.
● Problem: Not calculating the business impacts in dollars and the ROI of the
process.
Solution: Assuming that there are no direct impacts on ROI is incorrect and
can lead to costly decisions. Instead of thinking in terms of intangible things
such as productivity, it is essential to the process to always calculate in
dollars and analyze how it impacts ROI.
Realizing the potential problems before implementing this process will greatly
improve Zynga’s chances of a successful retention program. After the calculating
costs process has been completed, it is necessary to identify which key employees
might be at risk of leaving so managers can act proactively instead of just
reactively.
Now We Will Identify Which Key Employees Are At-Risk of Leaving in the
Next Six Months
like your approval before going forward. If we have it please move on to page
43.

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A Repeatable Process for Using Post-Exit
Interviews to Identify Within 90% Accuracy
Why Past Key Employees Have Left Zynga
Why Using Post-Exit Interviews to Identify the Reasons Past
Key Employees Have Left Zynga is a Necessary Process
Conducting post-exit interviews give managers an opportunity to discover the true
reasons for past key employees’ departure. Initially, key employees may not want
to disclose the truth for fear of “burning bridges”. However, allowing time to pass
gives key employees an opportunity to cool down if necessary and reflect back to
their time at Zynga, in turn giving honest feedback. Using this process to identify
the causes of past key employee turnover will reduce potential turnover by
5% to 15%.
What are Post-Exit Interviews?
Traditional exit interviews are normally conducted on the departing employee’s
last day, which include a series of questions regarding their time at Zynga and the
reason for their voluntary departure. While covering similar topics, post-exit
interviews are conducted three to six months after a key employee’s departure, in
order to give them an opportunity to reflect on their time at Zynga in a more
meaningful manner. These interviews are conducted either over the phone, regular
mail, or through email by issuing a questionnaire. Post-exit interviews are helpful
because the data that is collected helps identify the real reasons why previous key
employees have left Zynga.

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Who, Where, and When of a Repeatable Process for Using
Post-Exit Interviews to Identify Why Past Key Employees
Left Zynga
The repeatable process for using post-exit interviews in identifying why past key
employees left should be conducted by the Human Resource Manager in
conjunction with other department managers. The process should take no longer
than 15 to 20 minutes per key employee and should be conducted three to six
months after a key employee’s departure. This can be done in person or via
emailed/mailed questionnaires.
Key Terms for the Process of Using Post-Exit Interviews to
Identify Why Past Employees Left Zynga
• Traditional Exit Interview: An interview with a key employee on their last
day of employment at Zynga. The interview is aimed at collecting data on
why they are choosing to end their employment. These interviews are
usually conducted on company premises behind closed doors to ensure
privacy.
• Post-Exit Interview: In order to get the true answers to why key employees
quit, post-exit interviews are delayed for several months to give them time to
diffuse any negative emotions. The interview is conducted three to six
months after the key employee has left Zynga. Data from post-exit
interviews is usually gathered by conducting surveys by telephone or email.
Identifying the reasons why employees have left is essential to know in order to
stop them from impacting current key employees in the same way. Most
companies use traditional exit interviews to attempt to identify these reasons,
and they can be extremely inaccurate and contain serious flaws.

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Goals for Using Post-Exit Interviews to Identify Why Past
Employees Left Zynga
1. Accurately identify within a 90% range the reasons why past key employees
have left. Weight: 70%
2. The process will take a manager between 4 to 8 hours per key employee to
complete. Weight: 18%
3. Costs of the process should not exceed $10 per key employee interviewed.
Weight: 12%
Recognize the Benefits for the Repeatable Process of
• Former employees are less resistant six months later.
• They have had time to reflect and compare Zynga to their new workplace.
• They no longer have the need for a good reference from their manager which
could have restricted their answers in traditional exit interviews
• Since neutral third parties generally do post-exit interviews, they feel more
comfortable that what they say will remain anonymous (if that is a goal).
Step One: Create a Post-Exit Interview Questionnaire Using
the Key Questions List (below)
Creating a questionnaire of key questions to ask past key employees is essential in
obtaining the real reason why key employees leave. The questionnaire can be used
to identify what areas Zynga managers need improvement in, what areas are
working well, and what preventative measures they can take to minimize potential
key employee turnover in the future. The questionnaire should be reviewed and
updated quarterly in order to optimize its effectiveness.
We recommend using all of the questions from the Key Questions list; however,
managers can select questions that are better determinants of past turnover at their
discretion.

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Key Questions List
1. What were the positive things about your job/manager/company that caused you
to STAY as long as you did with us?
2. Are there any aspects in your CURRENT job/manager/company that are
superior to what we offered?
3. What were the 3 biggest BARRIERS to productivity in the last 6 months with
us?
4. Can you help us improve the way we manage/ do business by telling us what
were the significant "triggers" or REASONS that made you to decide to leave our
firm.
5. Can you let us know the TOP 5 significant reasons for leaving us: (1= most
important reason, 2= next most important, etc. up to 5 reasons, in descending order
of importance)
a. Working conditions
b. Co-workers/ team
c. Actions by my manager
d. Lack of action by my manager
e. Actions by top management
f. Lack of action by top management
g. Compensation issues
h. Benefits issues
i. Reasons unrelated to my job

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j. Lack of challenge / job growth
k. Lack of promotional opportunities
l. Insufficient training
m. Inadequate equipment/ tools/ support
n. Poor communications (mostly from __________________)
o. Lack of job security
p. Not appreciated/ lack of recognition by my manager
q. Issues related to our product, customers or firm performance
r. An offer I couldn't refuse
s. Other (specify ________________________)
t. Other (specify ________________________)
u. Other (specify ________________________)
6. Are there any other comments or suggestions that you can offer that might
help us IMPROVE the way we manage/operate?
After compiling the questions into the post-exit interview questionnaire, managers
can then use the completed questionnaire to interview past employees about the
reasons that they left the firm.

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Step Two: Conduct Post-Exit Interviews With Past
Key Employees
In this step, managers will conduct post-exit interviews with past key employees to
discover the “true” reasons why they left. These post-exit interviews can be
conducted via phone, email, or regular mail. Email is the most effective and
efficient way of conducting the post-exit interview as it is inexpensive and delivers
fast responses.
In our past 12 implementations, clients opted to use the email method to administer
the post-exit interview questionnaire. This method received the greatest number of
responses due to its efficiency; on average six out of ten questionnaires received
feedback. As a result, we recommend this method for Zynga; however, the other
methods mentioned may be utilized as well.
Step Three: Use the Responses Collected from Post-Exit
Interviews to Identify Why Past Key Employees Left Zynga
and Identify the Tools Needed to Retain Current
Key Employees
At this point, a quarterly report that consists of the reasons why past key
employees left Zynga should be compiled. The report should include a section for
similar and reoccurring reasons. Once the key reasons have been identified,
managers can move on to determine the best tools (provided in our tools section) to
utilize in order to retain current key employees.
Decision Point: If less than five reasons are identified, then retain the responses
for the next quarterly review and combine all responses.
Potential Problems & Solutions with the Process of Using
Post-Exit Interviews
Through the pilot studies that we have conducted where the process of using post-
exit interviews to determine the “true” reasons that key employees left, we have

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identified a list of the problems that occurred less than 6.3% of the time, which
altered the success rate from the stated 93.7% to 81.4%.
● Problem: Very few firms do anything with the results of exit interviews.
The results may be ignored or discounted because the person leaving is often
just classified as disgruntled if they complain during the interview.
Solution: Document all results and act on them. Take any complaint or
reason seriously.
● Problem: “Lower level” employees often conduct them, so top performers
and senior people may feel that there is little value in complaining to
someone at that level.
Solution: Use a senior HR person instead.
● Problem: Key employee may refuse to participate.
Solution: Provide an incentive for participation (i.e., monetary
compensation)
Once the reasons why key employees have left in the past are identified, the next
task is maintaining your current and future key employees. The next section is a
repeatable process of how Managers can identify the causes of turnover for current
key employees, who might be at risk of leaving now or later.
Now We Will Identify the Potential Causes of Turnover
for Key Employees
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Once the reasons for why key employees have left in the past are identified, the
next task is maintaining your current and future key employees. The next section is
a repeatable process of how Managers can identify the causes of turnover for
current key employees, who might be at-risk of leaving.
A Repeatable Process for Using “Stay
Interviews” to Identify the Potential Causes
of Turnover for Key Employees who are At-
Risk of Leaving Zynga
Why Using Stay Interviews to Identify the Potential Causes
of Turnover for Key Employee Retention Targets who are
At-Risk of Leaving Zynga is a Necessary Process
If managers can accurately identify the reasons why key employees might
leave, it will allow them to be prepared and plan ahead so they can prevent any
present or future turnovers. This saves managers time and Zynga’s limited
resources when dealing with retention issues. Planning ahead can reduce the
risk of turnover by 35.8% and is a step in increasing Zynga’s annual
revenue by 7.5% ($810.06 million * 0.075 =$60.75 million).
What are Stay Interviews?
A "stay interview" or questionnaire is simply a method for finding out why current
employees might leave. Asking people when they leave "why are you leaving?" in
an exit interview is a good idea but it simply occurs too late to prevent the
departure. If you want to know why current employees might leave (in order to
proactively prevent turnover), you need to instead use "pre-exit interviews", which
occur prior to any immediate threat of leaving. They are also called "stay
interviews" or "why do you stay" interviews. If you know why an individual
employee stays, you can reinforce those factors. And if you ask them in advance

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what factors might cause them to leave, you can get a head start in ensuring those
things never occur.
Who, Where, and When of A Repeatable Process for Using
Stay Interviews to Identify the Potential Causes of Turnover
for Key Employee Retention Targets Who are At-Risk of
Leaving Zynga
The Repeatable Process for using stay interviews to identify the potential causes of
turnover for key employee retention targets who are at-risk of leaving should be
conducted by individual managers of the key employees. Zynga will be able to
gather information regarding the repeatable process after the managers have
conducted the stay interviews. The repeatable process for conducting stay
interviews should be implemented whenever you determine a key employee is at
risk of leaving.
Key Terms for the Repeatable Process for
How Managers Could Identify Why Current Targeted Key
At-Risk Employees Might Leave
• Key Employee: An employee, who has been working for Zynga for over 3
months, earns a salary of over $100,000 and whose departure would impact
revenue by 1% or more of Zynga’s annual revenue.
• Stay Interview: A "stay interview" or questionnaire is simply a method for
finding out why current employees might leave. They are also called "pre-
exit interviews" or "why do you stay" interviews.

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Goals for the Repeatable Process for
Using “Stay Interviews” to Identify Why Current Targeted
Key Employees Who are at -Risk Might Leave
1. Develop and implement stay interviews to effectively identify why key
employees might leave. Weight: 45%
2. Determine factors as to why key employees would stay in their jobs, and
what you could do to make them stay. Weight: 35%
3. Train managers on how to conduct a stay interview with key employees who
are at risk of leaving. Weight: 20%
Recognize the Benefits for the Repeatable Process of Using
Stay Interviews to Identify the Potential Causes of Turnover
for Key Employee Retention Targets Who are At-Risk of
Leaving Zynga
● Gives feedback on the work environment in addition to reasons for leaving.
● Increases usefulness in determining strategies to reduce turnover.
● Provides a more complete understanding of turnover.
● Gives valuable insight into ways to improve employee satisfaction and
prevent unnecessary turnover in the future.
● Provides information that you can use to help prevent other employees from
leaving your company for the same reasons.
● Increases employee engagement and productivity.
● Improves the work environment so that employees will want to stay.

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Step One: Select the Format that Zynga Will Use for Its Stay
Interviews
We have listed three possible formats that Zynga can use for its stay interviews.
The Direct Managers of the key employees should review these formats and decide
which is best to implement in order to identify why targeted employees might
leave. In each case, managers should ask key employees why they stay, what
frustrates them, and what excites them. Ask workers using one or more of these
information-gathering methods:
Three Formats for Stay Interviews cont.
We recommend using the format One-on-One Interview with Their Manager
as it is the most effective of the three stay interview formats.
1. One-on-One Interview With Their Manager (or HR): Ask the targeted key
employees in an interview the following questions.
1) What are the primary reasons why you stay?
2) What are the factors that might cause you to want to leave?
Getting managers to talk to employees is such a powerful tool it beats the other
options hands down.
Advantages of One-on-One Interviews:
• Enables better communication and interpretation.
• Provides far better opportunity to probe and get to the root of the causes of
leaving.
• Pinpoint negative influences of turnover including job factors, company
practices, programs, and policies.
• Provides more in-depth information than other methods.
Disadvantages of One-on-One Discussions With Their Manager:
• Employees may feel intimidated.
• The manager may not have a good relation to the employee being
interviewed.

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2. Questionnaires/ Surveys Provided to Current Employees (paper or
electronic): Providing current targeted employees with a survey or questionnaire
asking the same questions in item #1 above.
Advantages of Conducting Questionnaires/Surveys:
• The responses are gathered in a standardized way, so questionnaires are
more objective.
• Large amounts of information can be collected from a large number of
people in a short period of time and in a relatively cost effective way.
• When data has been quantified, it can be used to compare and contrast other
research and may be used to measure change.
Disadvantages of Conducing Questionnaires/Surveys:
• Takes a long time to design the questions.
• It is standardized so it is not possible to explain any points in the questions
that participants might misinterpret.
• Open-ended questions can generate large amounts of data that can take a
long time to process and analyze.
• Respondents may answer superficially especially if the questionnaire takes a
long time to complete. The common mistake of asking too many questions
should be avoided.
• There is no way to tell how truthful a respondent is being.
• There is no way of telling how much thought a respondent has put in.

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3. A Focus Group for Key Employees: Ask a group of targeted employees why
they stay and what might cause them to leave.
Advantages of Focus Groups:
• Opinions or ideas of individual group members can be taken and refined by
the group, resulting in more accurate information.
• Focus group interviews are generally more interesting to the respondent than
individual interviews. As a result, answers are likely to be longer and more
revealing.
• A "snowballing" effect can occur, causing the ideas of individual members
of the group to be passed around the group, gathering both momentum and
detail.
Disadvantages of Focus Groups:
• The main disadvantage of focus groups is that it is not suitable for gathering
quantitative data.
• Much more expensive to execute than other methods we have identified.
• Skilled moderators are difficult to find, and when their services are
available, they are often expensive
Once managers have selected the format(s) that they will use to conduct stay
interviews, they must then create the questions that will be asked.

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Step Two: Create a List of Questions That Managers Will
Use for Conducting Stay Interviews
The types of questions that are asked during stay interviews determine the
effectiveness of the repeatable process of using stay interviews to identify potential
causes of turnover for key employees at-risk of leaving Zynga. We have identified
the following list of questions to help managers create effective stay interviews.
Possible Stay Interview Questions
“Why do you stay with us?” related questions:
● Tell us specifically why you enjoy your current job and work situation
(people, job, rewards, job content, coworkers, management etc.)
● If you have ever been contacted by an external recruiter, what reasons did
you give them for not wanting to leave?
● If you "managed yourself", what would you do differently (in relation to
managing "you") that your current manager doesn't?
● What do you want more of? Less of?
● What are the most challenging and exciting aspects of your current job
situation?
● Describe your "dream job".
● Do the people you report to listen to you and do they value your ideas/
decisions?
● Do you feel you make a difference? Do you feel that employees think that
you make a difference?
● Where would you like to be in the organization two years from now?
Possible Stay Interview Questions cont.
“What might cause you to consider leaving?” related questions:
● If you were to consider leaving… help us understand what kinds of
“triggers” or negative things that might cause you to consider leaving?
● What are the prime factors that caused you to leave your last jobs?
● Has something caused you to consider leaving? Has it been resolved?

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Step Three: Train Managers on How to Conduct Stay
Interviews
The following are some key considerations for preparing and conducting stay
interviews:
To ensure all appropriate steps are followed, consider using a checklist that covers
key components of the stay interview.
● Interviewer should prepare by reviewing interview format and the
employee’s personnel file.
● Prepare your stay interview questions and topics that you'd like to explore.
● Take notes and/or use a prepared questionnaire form.
In terms of managing the interview, listen rather than talk. Give the employee time
and space to answer. Coax and reassure where appropriate, rather than pressurize.
Interpret, reflect and understand (you can understand someone without necessarily
agreeing). Keep calm, resist the urge to defend or argue - your aim is to elicit
views, feedback, answers, not to lecture or admonish. Ask open 'what/how/why'
questions, not 'closed' yes/no questions, unless you require specific confirmation
about a point.
Employees should be informed of the purpose of the interview and reminded that
their honest feedback is necessary for making workplace improvements.
• Track, Report, and Act on Data- All too often, stay interview responses
get filed away and are never acted upon. Following the interview, data
should be logged and reviewed regularly to identify patterns or problem
areas. Based upon this analysis, action items should then be created. For
example, if poor communication from managers emerges as a consistent
factor in losing key employees, consider improving training efforts or
requiring managers to hold more frequent staff meetings.
• Value to the Organization- Analyzing stay interview data can help in
developing targeted plans for improvement. If implemented, these plans can
improve working conditions and can have a positive effect on attraction and
retention rates.

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• Encourage Communication- If there is a problem, the stay interview
shouldn't be the first time you hear about it. Employee satisfaction surveys
and open communication between employees and their supervisors are good
ways to identify issues early on. Bottom line: don't wait until the exit
interview to address employee concerns.
• Value to the Organization- Open dialogue can help to identify issues as
they arise, before the issue results is the loss of talented employees.
After managers have learned how to conduct stay interviews, they will need to
figure out who the key employee interview candidates are. Because manager’s
time is limited it is best to focus on employees who are at-risk of leaving the
company.
Step Four: Determine Key Employee Interview Candidates
Before managers conduct stay interviews, they need to first determine the key
employees that will be interviewed. Focus on key employees who are at risk of
leaving. To determine which key employees are at-risk leaving, refer back to the
repeatable process for identifying which employees are at-risk of leaving.
The next step will introduce different stay interview formats that managers can use
to implement.
Step Five: Take the Results of “Why Each Individual Might
Leave” and Determine Which Retention Tool is Most
Appropriate for that Individual. Then, Use the Answers to
the “Why Do You Stay” and “What Would Make Your Job
Better” Questions to Redesign the Job.
Once managers conduct the stay interviews and gather information from various
key employees, they must come up with solutions to accommodate the key

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employees’ requests and responses. Managers will need to choose a solution from
the retention tool kit to resolve the potential problems. Refer to the seven tools kits
starting on page 65.
Potential Problems & Solutions with the Process of
Conducting Stay Interviews
Through the pilot programs we have implemented using the process of conducting
stay interviews to identify the potential causes of turnover for key employee
retention targets who are at-risk of leaving Zynga, we have identified a list of
potential problems and solutions that may occur.
● Problem: The employee might refuse to participate.
Solution: Offer an incentive to participate in the stay interview (i.e.,
monetary compensation, lunch provided, day-off).
● Problem: Participants might not be honest in their responses.
Solution: Make sure they understand that the more honest they are, the
better Zynga can accommodate their concerns.
● Problem: The employee doesn’t believe the stay interview will be read or
make a difference.
Solution: Develop one month how their responses have helped to create
change at Zynga.
● Problem: The employee is afraid of the repercussions of their responses.
Solution: Explain that they are a key employee that Zynga values and the
responses are intended to make their job better.
● Problem: The employee feels the questions are confusing or personally
invasive.
Solution: Questions should be worded as simply as possible. If questions are
still difficult to comprehend, manager should help the employee to
understand. Questions should never dive into the key employee’s personal
life outside of work.

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Now that we have covered all of the processes in our retention toolkit, we will
introduce the specific tools that should be used counteract the causes of turnover
identified in the previous processes.
Now We Will Identify the Identify At-Risk Key Employee
Retention Targets
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Now that we have identified the methodology for calculating turnover costs of key
employees and the impacts that key employee departures will have on Zynga’s
annual revenues in the event of a retention problem within the company, we will
introduce a repeatable process for identifying those key employees that are at risk
of leaving. Using the process below to identify the warning signs of departure and
recognizing which employees are most likely to leave will help Zynga make the
appropriate organizational changes to retain these employees and in turn increase
Zynga’s annual revenue by $8.1M with every key employee retention target
retained.
A Repeatable Process that
Managers Can Use to Identify, which Key
Employee Retention Targets are At-Risk of
Leaving in the Next Six Months
Why Identify Which Key Employee Retention Targets are
At-Risk of Leaving in the Next Six Months
If Zynga is to be successful, Zynga must take action before key employees start
returning headhunters calls. This means identifying who is at risk of leaving before
an employee begins searching for a new job or is recruited by another firm. As a
result, managers need to have "smoke detectors," or early warning signals that
will enable them to identify which key employees are most at risk of voluntary
termination in their department or team, the primary smoke detector being the
overdue list.
Remember, we estimate that losing just one key employee can impact revenue
by 1% or $8.1 Million
($810.06 Million * .01 = $8.1006 Million)
Zynga must identify at risk key employees in advance to take every opportunity to
retain these key individuals. Remember, per our estimation, each key employee
can impact revenue by $8.1 Million. Identifying at risk employees in advance will
allow Zynga to stay ahead of the game.

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Why Utilize Overdue Lists
Individuals that do not receive periodic raises, promotions, or new equipment get
frustrated, especially if they see others getting them first. This frustration increases
their chances of wanting to leave. The premise of overdue lists is that if you can
calculate the key employees that are overdue, you can approach them to see if
being overdue may cause them to leave. In return, the key employee can be
compensated with new equipment or the pay increase they expect. At this point,
key employees can be further monitored to see if their frustration turned into
action.
In addition to overdue lists, further smoke detectors may be used to identify which
key employees may leave. Typical smoke detectors include life events, such as
becoming a parent; employee activities or behaviors, such as unusual pattern of
[formal] dressing up; events within the firm, such as a major reorganization; or
indications of dissatisfaction, such as disagreeing with recent performance
appraisal. These areas will be more thoroughly covered in step two.
Identifying Which Key Employee Retention Targets are at
Risk of Leaving in the Next Six Months
The Repeatable Process for identifying which key employee retention targets are at
risk of leaving in the next six months should be conducted by the HR Coordinator
and double-checked by the HR Director. Zynga will be able to find information
regarding the repeatable process in the Payroll department, with the CFO, and in
the Human Resources Department. The Repeatable Process for Prioritizing Key
Employees as Retention Targets should be completed on the first week of every
financial quarter.

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Key Terms for the Repeatable Process of
Identifying which Key Employee Retention Targets are at
• Key Employee: An employee, who has been working for Zynga for over
three months, earns a salary of over $100,000 and whose departure would
impact revenue by 1% or more of Zynga’s annual revenue.
• Overdue List: A subtopic of “smoke detector” that calculates the number of
months that a key employee is overdue for a raise, promotion, or equipment,
compared to the non-key employee.
• Risk of Leaving: The percentage of possibility of losing a key employee.
• Smoke Detectors for Impeding Turnover: An early warning sign for the
potential turnover of a key retention target with a revenue impact above 1%
or $8.1M. These signs can be personal, emergency, unpredictable, internal,
external or company related (i.e., increased sick days or unusual pattern of
[formal] dressing up). Refer to Smoke Detectors contained in purple boxes
on page 20.
Goals for the Repeatable Process of
1. Accurately identify which targets are at risk of leaving at a rate of 86% or above.
Weight 65%
2. Spend no more than 6-8 work hours in total per employee involved in
identifying which key employees are at risk of leaving in the next six months.
Weight 20%
3. Identify no less than 56 (10% of key employees targeted for retention efforts)
at-risk key employee retention targets and act by implementing retention strategies.
Weight 15%

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Recognize the Benefits of the Repeatable Process of
● Identifying those who are at risk at least three months in advance provides
time to apply retention tools that reduce actual turnover rates by 52.3%.
● Allows Zynga the potential savings of $8.1M per key employee if retention
efforts are focused early on preventing key employee departures
● Increased manager awareness, knowledge, and effectiveness in preventing
and determining key employee departures.
Step One: Understanding the Different “Overdue Lists.”
A subtopic of “smoke detector” that calculates the number of months that a key
employee is overdue for a raise, promotion, or equipment, compared to the
non-key employee.
Step Two: Create Overdue Lists for Key Employees
Targeted for Retention Efforts in Order to Save Manager’s
Time and Increase Zynga’s Revenue
Now that we have identified our potential at-risk retention targets using our
overdue lists, we will have the names of key employees who are overdue for raises,
equipment, promotions, etc. These lists will showcase which positions and which
individual key employees need immediate attention.
First, the HR Coordinator will work with the CPO and departmental managers to
select which potential list they will utilize. It is recommended a minimum of four
lists be used, with a maximum of six total. Then, the HR coordinator will analyze
these lists to identify repeat names and/or job titles that appear more than three
times to form the master at-risk employee overdue list. This list should be
monitored by departmental managers weekly, taking immediate action (within 1
week) on any employee who is past due by more than 1 month on the master
“Overdue” list.

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