Pulse
HUMAN RESOURCES GAMOMAT
GAMOMAT: implementing a Good Work philosophy
Earlier this year, GAMOMAT was recognised at the “Germany's Best Employers 2023” competition. Out of more than 900 participating companies of all sizes and sectors, the
independent software developer for slot games made it into the top 100 and achieved 13th place.
Could you begin by describing GAMOMAT’s company culture?
Te evaluation process involved GAMOMAT’s employees being surveyed anonymously, assessing factors such as leadership, trust, recognition, support, care, cooperation, team spirit, and identification with the company, whilst the management team provided information about their personnel, procedures and measures.
Dr. Alexandra Krone, Managing Director GAMOMAT Development GmbH, explains why consistently making formulated values tangible in all stages of the employee life cycle - from employer branding through to recruiting and personnel development - has been crucial in implementing a 'Good Work' philosophy.
Our company’s culture is built on a strong value orientation that is complemented by a hybrid, flexible work environment, similar to that of an "Ethical Entrepreneur 4.0". Te entire employee life cycle, starting with recruitment, is consistently implemented following our five core values: Dream Partner, Empowering Potential, Fire and Flames, Quality Advocate and Cognisant Idea Generators.
Te value of "Dream Partner" formulates our expectations for mature communication behaviour. We receive a lot of feedback on this:
We are convinced that the prominent quote "culture eats strategy for breakfast" is true.
Dr. Alexandra Krone Managing Director GAMOMAT Development GmbH
the team environment is described as exceptionally free of egoism, sensitivities, and micro-politics. Te key to this is managing people using a consistent set of values that are conductive to a positive workplace environment.
How has the underlying ethos of GAMOMAT changed since you joined the company?
We have translated the importance of culture and values for the success of the company into action much more consciously and consistently than ever before. In our opinion, corporate culture plays an exceptionally central role at GAMOMAT, both at the strategic level and in daily business operations, compared to many other companies.
The value of "Dream Partner" formulates our expectations for
mature communication behaviour. We receive a lot of feedback on this: the team environment is described as exceptionally free of egoism, sensitivities, and micro-politics. The key to this is managing people using a consistent set of values that are conductive to a positive workplace environment.
We do not consider it special that we have formulated values at all, but rather the extent to which values and concrete actions convey a consistent image and thereby create credibility. We achieve this by consistently making the values tangible in all stages of the employee life cycle - from employer branding to recruiting and personnel development.
How have recruitment processes fed into this ethos shift?
As part of our hiring processes, cultural fit carries huge importance because we are convinced that professional competence can be "learned". Personality and value attitudes, on the other hand, prove to be consistent time and again. Consequently, we repeatedly turn down candidates who are well-suited for the job but who, in our view, do not have a sufficiently large overlap with our value base.
When recruiting employees and managers, we work exclusively with structured, standardised interviews that are closely aligned with the company's cultural requirements profile. Tis ensures that questions are only asked if they are critical for success in the respective role.
In addition, each candidate always receives the same set of questions. Without exception, all interviews are conducted in a four-eyes principle.
It has been empirically proven that structured interviews have a higher prognostic validity than formless interviews, because they significantly reduce the effect of prejudices, stereotypes and biases in social perception. We have also ensured our managers are very aware of this fact.
NEWSWIRE / INTERACTIVE / MARKET DATA P61
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