Being available and responsive goes a long way. People feel valued when they are part of something. This means that they want the opportunity to contribute somehow and provide measurable positive results. Self-actualisation (achieving one’s full potential) is often undervalued but is a very powerful motivational tool. The goal is to create an environment where people feel that self-fulfilment is possible.
identify weaknesses and address them.
How do you make staff feel valued beyond renumeration?
Being available and responsive goes a long way. People feel valued when they are part of something. Tis means that they want the opportunity to contribute somehow and provide measurable positive results. Self-actualisation (achieving one’s full potential) is often undervalued but is a very powerful motivational tool. Te goal is to create an environment where people feel that self-fulfilment is possible.
What is the best balance between internal promotions and external hires? How does bringing in someone with new ideas and experiences differ from rewarding those who are exceeding within their current role?
A mix of both is often needed. I personally prefer internal hires especially when the candidate in question has a growth mindset and can adapt to change. Sometimes the skill required is too specialised and new to the organisation. In those circumstances, external is the way to go.
Te candidate can have all the qualifications or experience in the world, but if their mindset is not aligned to that of the company, it just will not work in the long-term. It is fair to say that it does not mean every employee should be identical, but a collective hunger, common belief and behaviour is important for the company to succeed.
What key skills are in demand for casino operations?
At Hero we are always on the lookout for hungry and ambitious talent irrelevant of department. We can be quite demanding in our soft skill set requirements, but we believe it works out better for both parties in the long- term. Te truth is, our culture is not a one-size fits all, and we are humble about that.
With casino operations easily defined by compliance and regulation, how do operators find and polish the creative gems a company needs to stand out?
Creativity and innovation in of themselves have always been the main drivers in the online gambling industry. For our compliance and operation teams, continuous development is key. Increased regulations require a good level of understanding in order to be applied correctly.
Compliance also presents new opportunities on which to capitalise. Maximising customer retention through upskilling employees, creativity and innovation are key to smooth out additional hurdles for genuine customers.
What is the optimum method for retaining the trained staff you have developed?
Dedicating time to sample and go through queries together with the team is well worth the investment over the medium to long-term, especially when implementing something new and more complex. I believe that it not only helps build trust and confidence in the team, but also challenges the team to come up with their own improvements and solutions. It helps
How do you establish clear lines of communication between executives and staff beyond annual reviews and regular check-ins? How does an 'open-door' policy become more than a cliche?
An open-door policy and frequent check-ins and catch-ups is a great way to make sure important information and feedback reaches managers who can make changes when needed. It also builds trust among employees, establishing a more loyal worker base, and an overall more productive team. Pre-Covid, one of the best ways to achieve this was to situate yourself as close to the team where possible thereby being more accessible.
Due to the new reality, we live in, it is more challenging especially with newcomers who may feel excluded at times. Having strong leaders in place who support you by maintaining a healthy relationship with their respective teams to instil the awareness and presence is required to implement and enable an open-door policy.
NEWSWIRE / INTERACTIVE / MARKET DATA P81
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