“Managing Talent: Can Yahoo Still Attract Tech Workers?” at the end of Chapter 5. Answer the questions at the end of the case in a 2-3 page paper “Managing Talent: Can Yahoo Still Attract Tech Workers?” at the end of Chapter 5. Answer the questions at the end of the case in a 2-3 page paper That presents a challenge for Yahoo. A couple of decades ago, the web search company (now an advertising, news, and e-mail company) was one of the hot businesses of the Internet age. Today Yahoo’s sites attract 700 million visitors a month, and the company’s 14,000 employees are well paid, but the excitement is no longer there. To the industry, Yahoo is part of the old Internet. The best and brightest want to be part of the new Internet, especially social media, cloud computing, and mobile apps.
In that environment, Yahoo is seeking pathways for growth even as some of its best talent is slipping out the doors. Greg Cohn, who worked his way up from business strategist to senior director responsible for new initiatives, admires Yahoo’s management but left to start his own business. A vice president of Yahoo’s operations 160161in Latin America also left, and so has the company’s chief trust officer, who moved to a position at Google. In another sign of employee dissatisfaction, a recruiter told a reporter, “If you call nine people at Yahoo, you’ll get nine calls back.” In other words, leaving sounds like an option for just about everyone. Executives are preparing for a faster exodus as job growth heats up elsewhere in Silicon Valley.
Because of these trends, Yahoo forecasts that it will need to do intensive recruiting. But how do you get people to think about working for a company that many believe has passed its prime? Yahoo definitely has work to do. Software engineers who look up employee reviews on Glassdoor.com would notice that employees rate Yahoo just 3.2 on a scale of 1 to 5, trailing Facebook (4.2), Google (3.9), and Apple (3.6). Seeing that, an engineer probably wouldn’t bother to look up a Yahoo careers page.