CAN A VOLUNTEER STAFFED

COMPANY SCALE?

AN EDUCATIONAL-GAMING FIRM RETHINKS ITS

TALENT STRATEGY.

PRESENTATION B6
SUMMARY
• BrainGame is a volunteer driven organization which develops games. Due to insufficient
fund the company enlisted volunteers to help, design, build, test and debug the new kind of
online games.
• Klara Ebehart the head of engineering is pitching for a paid developer because money
being spent behind the volunteers in the name of happy cost was almost equivalent to the
salaries to be paid to the paid developers.
• BrainGame's revenue from ad sales has jumped and have opportunity to hire paid
developer but Klara was reluctant to this idea

• Andrew Maslin, BrainGame's head of marketing considered volunteers are acting as a

brand ambassador of the organization in favour of Klaus to continue with the volunteer's
model.
• Renou the CFO of BrainGame was in diellama which model to continue with and what can
be the repercussion of both continuing with the volunteer model or with the paid
developers model.
• Lena wanted to continue with the existing volunteer model because it was for them that the
organization has such a positive apprehension among the people.
KEY PROBLEMS
PRIMARY PROBLEMS

• Company is scaling up without any professionally hired

developers
• No dedicated HR department
• No sustainable business model
• No proper implementation of new ideas
• Lack of communication between volunteers and top level
management
SECONDARY PROBLEMS

• No trust and group conflict

• Lack of motivation
• Lack of organisational structure
ALTERNATE SOLUTIONS

• in-house developer model

• mix model (both volunteer and hired
developer)
• developing chain of command
• performance based reward system
• dedicated HR department
VIABLE SOLUTION

• Implementation of Mix-model
It can assist the business in developing a sustainable
operating model that leads to
both the development and implementation
of ideas.

• Dedicated HR Department
The organisation can foster a flexible working
environment for its in-house
and volunteer developers by having
a specialised HR department, which will aid in attaining its
long-term goals and
strategies.
QUESTIONS

1) Should BrainGame continue with volunteer- model or bring in-paid developer?

• mix-model

2) Should they only decide about the requirements of openings based on single stakeholder expectations or
multiple-stakeholder expectations?
multi-stakeholder expectation as this would:

• reduce group conflict

• increase motivation
 Given the situation, what is the role of HR? What are the criteria based
on which the type and number of openings should be decided along with
the nature of employment?

• establishing the divisions within the organization

• recruiting and selection process
• building employer-employee relations
• human resource planning- link between strategic HRM and
overall goal of the organization
• manage employee benefits
• maintain company culture
• team-building activities - increased motivation

HR forecasting techniques

• Delphi technique, brainstorming and replacement charts

 CONCLUSION
• BrainGame should have a dedicated HR department who can hire in-house developers who,
like the volunteers, believe in the cause, but who also have the experience and ability to build
and ship games in a structured way—generating ideas, agreeing on a direction, and carrying
out the plan on schedule, but retain their doors open for volunteers.
• The success depends on having a team of designers and developers who are not only
committed and innovative but also diligent and disciplined which BrainGame cannot rely
on to the volunteers for responsibility and accountability in product development.
• Volunteers come and go, and if it were to grow or scale in the future years, there must be
sustainable measures for the operations of the business.
• The sustainable measures for the operations of the business would be greatly considered
by the investors, which is one of the greatest contributory factors for the growth of the
company.
• By making proper strategic & Human Resource Planning the organization can solve the
existing conflict of the top management.
THANK YOU
SIGNING OFF B6
ANIMESH BANERJEE(22PGDM070)
BHAUMIK PANDYA(22PGDM081)
KHUSHI LADHA(22PGDM094)
MONTISH RAJ(22PGDM100)
SANDIPAN BHOWMIK(22PGDM118)
SAURABH SAHU(22PGDM119)