A bit of an outsider's perspective, from someone at a company (FullContact) that does some similar things -
1: Free EcoPass and/or free parking - EcoPass is a pretty killer bus pass that lets you take the express routes and you can even do long trips for a severely discounted price. The airport from downtown, for instance, runs $11. With EcoPass it's $2.50. We've found that many people would rather take the bus than drive, even if driving and parking in Denver isn't nearly as much of an inconvenience as it is in SF. It also solves the "car trouble" issue for most people.
2: $7,500 each year for vacation - In a startup, you're going to work harder, probably for a bit less money, than anywhere else. Burnout will happen. This is our way to combat it. We remove the obstacle of "can't afford a vacation" by actually paying you to take one.
3: Powder Day Policy - There's 8 inches at Vail and you can't stand to be inside? Go. Take the day. Just don't screw over your team and make it up in the next two weeks. The same holds true when it's 72 and sunny for the first time in a month and you need to just get away.
What we found - First, the obvious. Recruiting engineering talent isn't easy. The same can be said for just about every position that a company needs to fill, but engineering is especially difficult. By way of comparison, we have 9 positions open right now and almost 3,000 applicants. Of those, only 2 percent have applied for the engineering positions.
79 percent have applied as "I just want to work at FullContact".
While that's a drastic difference, it's also better than what we were seeing prior to adding the "non-traditional" benefits as part of the recruiting/retention plan.
The real questions that will hit ZenPayroll (as they have us) are these - You're going to start getting a LOT more applicants. How much time do you have to put in to filter them? Are you going to start getting a lot more GOOD applicants? How many of them just want to game the system for a year to get a taste of the good life? Are your processes good enough to weed them out?
As an outsider with common ground, it's good to see even more companies taking this approach. But as an insider to the turbulence that they can create, I would urge them to make sure that they're as prepared as they can be for those bumps.