Pulse
HUMAN RESOURCES GAMOMAT
By choosing the methodology described above, we very consciously ensure that our personnel decisions are made independently of characteristics that are irrelevant to the requirements, such as ethnic origin or nationality, age or gender, sexual orientation, social background or religious affiliation. Tis strategy has resulted in a very diverse team with a common set of values.
How does 'Best Employer' rank as an award category? Does it mean as much to GAMOMAT as winning an award for best product?
Tat depends on whom you ask. Just kidding! Our products only exist because a great team develops them - our people are our most important resource. Being an attractive employer is therefore not a "nice to have", but one of the most critical strategic factors for success, especially in times where there exists a shortage of skilled workers.
Te Great Place to Work Institute is recognised as a global authority on workplace culture. It is a great honour for us to be officially one of the 100 best employers in Germany across all sectors and size categories by this organisation. Tis is invaluable for our employer brand, especially when recruiting for highly skilled tech professionals.
What advice would you give businesses looking to implement a culture of teamwork that is free of bias, stereotypes and discrimination? How does one begin to change a workplace culture?
I would recommend that every company management team first asks itself with ruthless honesty what are the goals actually behind such a change. Te question is: should the company appear more diverse to the outside world, or should it really be more diverse with all its consequences? Only if – starting with the leadership as a role model – there is an intrinsic interest in the values themselves, does it make sense to initiate a process of organisational development.
Te credibility of values can be seen in whether a company is willing to make even unpleasant decisions in favour of corporate culture. In the case of diversity for example, this would mean quickly removing discriminating managers and employees even if they are valuable for the company from a professional standpoint.
What steps can be taken to ensure diversity is perceived as a competitive advantage and a core value instead of an issue or problem to 'fix'?
At GAMOMAT, we have explicitly integrated the resource-oriented view of diversity into our set of values. It is important that everyone in the
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company can refer to such a clear statement in daily business. Tis creates psychological safety.
Furthermore, I am convinced that we also need to show many more examples of diversity, because that becomes much more sustainably anchored in people's minds than just words. If I were to ask you to imagine a leader today, would you imagine a man or a woman? We need to show people and their success stories who don't fit the stereotype - as role models who encourage you to follow the same path.
What else does GAMOMAT make outstanding? Why is it your Great Place to Work?
Very good question. I could name many reasons but on this occasion I will focus on two. First, GAMOMAT's hybrid work set-up, as the flexible choice of workplace that offers the potential to shape working conditions in line with personal life circumstances. Tis means our office serves as a "cultural refuelling station" that provides a sense of belonging and identity and the perfect place for onsite meetings.
In addition, all GAMOMATies benefit from an excellent Learning & Development format: the GAMOcademy. Here, every employee has the opportunity to choose learning nuggets and deep dive modules that suit individual needs.
Has enough been done to get women into senior leadership positions in the gaming industry? Is a lot being said but little being done?
It's not really surprising to say that in the iGaming industry – as in other industries – there are too few women in leadership positions. Te challenge, therefore, is to break down structural barriers in society that make it difficult for women to advance their careers. Tese include stereotypical ideas about how men and women should be, the unequal distribution of care work and gainful employment, and the gender pay gap.
Furthermore, we need to inspire young, talented women to pursue leadership positions in the industry. We need to show that there are real opportunities for career growth and development. It must be said that there is still a lot to be done.
What more should the gaming industry be doing to expand the number of voices - not just of women but people from all backgrounds and walks of life - at the top table?
Unfortunately, there is still a lot that needs to happen in society to gradually dismantle structural disadvantages until people have the same opportunities and structural discrimination ends. To achieve this, promoting diversity in companies can help by making diversity management a top priority.
In my view, today's decision-makers in companies must actively and very visibly work within their sphere of influence to remove the aforementioned structural barriers. I am confident that the increasing labour shortage will accelerate this. Te top goal should be that everyone feels heard and included.
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