Welcome to the final issue of our Point of View series for 2024. This edition highlights key HR strategies in iGaming shaping the industry. We’re thrilled to present insights from Victoria, HR Director at 1win, and Irina Dudnikova, Head of HR at Already Media.
Our experts discuss essential HR strategies for success in a competitive market. They cover hiring challenges, corporate culture evolution, employee motivation, building a strong HR brand, and fostering soft skills crucial for iGaming professionals.
This issue provides actionable strategies to attract and retain top talent. It also emphasizes the importance of creating a workplace where both employees and businesses can succeed.
Q1: How do you approach recruitment strategies in the highly competitive iGaming market, where every company is vying for the best specialists? What unique approaches does your team employ?
Recruitment in iGaming certainly goes beyond the traditional approach, so each company must have its own strategy for success in this area. The recruitment strategy requires a comprehensive approach that combines flexibility, innovation, and a deep understanding of candidates’ needs.
Our team uses unique approaches that, in 2024 alone, led to a growth of 130+ employees in various locations around the world. In addition to the standard competitive conditions, high-level compensation, and a multitude of employee benefits that are expected in the industry, we:
We focus on attracting the most talented and capable specialists in the niche who can unleash their potential alongside the company.
Top specialists rarely look for work, so the key to our strategy is a skilled HR team. We constantly test different search channels, build connections with anyone, and can engage candidates through personalized approaches.
We always identify what motivates each person, and if there’s a fit, we’re open to discussing their requests. This could include working on an unconventional project, taking on a unique role that spans multiple areas, or handling broader responsibilities than they have in their current position. Moreover, salaries at 1win exceed market rates. We align them with candidates’ expectations and remain flexible to accommodate various needs.
The company’s values often become the deciding factor, so we introduce candidates to the unique corporate culture of 1win through HR channels, my Instagram blog, and interviews in industry media.
In iGaming, much is based on relationships, so my team and I are constantly expanding our network. I attend major conferences to personally meet interesting people. We also launched a referral program that is attractive for managers at any level.
The best recruitment strategy in iGaming is a mix of team engagement, unconventional ideas, and a balance of search and HR branding.
Q2: How have approaches to corporate culture and employee motivation changed in recent years, especially in the context of remote work?
At 1win, internal culture plays a fundamental role. Our results owe much to the atmosphere of mutual support and collaboration. The corporate culture department has grown significantly and launched HR programs in all of our offices, across more than 9 countries.
Onboarding processes are now faster and more comfortable. We’ve noticed that with personal support, new colleagues are more motivated to perform at their best and adapt more easily. We assign an HR representative who is genuinely interested in their success and helps resolve any issues from day one.
We have teams working remotely, and while the quality of contact between people will always be lower, they have access to workshops, training, and courses where they can socialize outside of work calls.
We regularly organize fun team-building activities, send gifts during holidays, and often invite celebrities to corporate events. Whether online or offline, meetings with colleagues always strengthen engagement, develop internal networks, and reduce the feeling of isolation.
Companies have faced the need to adapt their strategies to maintain engagement, loyalty, and productivity within teams.
Key changes include flexibility and considering employees’ preferences regarding location and working hours, shifting from controlling work time to evaluating final results, increasing trust in remote employees, strengthening the role of team leaders, and enhancing digital socialization.
To learn more about our approach to corporate culture at Already Media, we invite you to read our dedicated article:
Q3: How does your company’s HR brand impact the overall brand and reputation in the market? What tools do you consider most effective in strengthening your HR brand?
High competition in iGaming and widespread NDAs make reputation a critical factor. Corporate culture becomes a calling card in the market. When 1win is known as a company that values its employees and develops its team, it attracts the best professionals on the market, signaling to clients, partners, and competitors our long-term plans, resource availability, and business stability.
The key to a strong HR brand is genuinely caring about employees’ well-being. No one will trust a company that doesn’t respect its own. The first step is to create excellent conditions, ensure stable loyalty and high employee engagement (eNPS), and then remain open and public.
Top management can serve as brand ambassadors through interviews and conferences, talking about the specific advantages of working for the company. Real employee growth cases are highly valuable and deserve to be shared in the media and on social networks. It’s important to pay attention to job posts and emphasize relevant benefits, while also monitoring reviews online.
HR branding directly impacts the overall brand, as it shapes the perception of the company as an employer. Brand perception plays an important role in attracting and retaining talent, as well as in building trust with our partners and clients.
A strong HR brand attracts top market specialists and builds trust while aligning with the team’s values. It also helps maintain employee loyalty, turning them into brand ambassadors. During challenging times, the HR brand plays a vital role in preserving the company’s reputation by providing employee support and ensuring transparent communication.
Q4: How do you evaluate the success of new employee onboarding, and what methods do you implement to improve it?
1win invests a lot of resources into selecting employees, so successful onboarding is crucial for us. We continuously improve onboarding processes, and this has helped us reduce employee turnover during the probation period by 2.5 times.
Onboarding is handled by a large team of top managers from the corporate culture department. New colleagues are assigned an individual manager from day one, who becomes a true friend from the company’s side. They help resolve any issues on a daily basis – whether it’s communication with the team, understanding new tasks, or personal stress. They work closely with management and participate in creating personalized development plans.
Another important aspect is immersion in the specifics of the position. Direct managers play a huge role here. When selecting them, we carefully assess soft skills, mentoring ability, and team development, so the new employee can always count on open dialogue and support.
We also have knowledge bases within departments, but we create comprehensive training programs for the entire company. These are regularly updated since the industry is dynamic, and new expertise accumulates quickly. Materials are logically structured and presented in a clear form, using not only text but also videos, voice messages, and interactive solutions.
We evaluate onboarding success primarily by achieving work KPIs and getting the new employee to match the team’s high pace. Our speed and volumes aren’t suitable for everyone, but if an employee can quickly adapt and show results, we know they are a good fit for the company.
Another important factor in evaluation is the level of responsibility and initiative the employee demonstrates during onboarding. We pay close attention to their attitude towards the company and corporate culture, their alignment with our values and policies, and their interactions with colleagues and leadership.
In our team, we use methods like regular detailed feedback collection from employees and their colleagues, tracking employee engagement levels, and assessing social integration.
Q5: What soft skills do you believe are most important for specialists in the iGaming industry, and how do you develop them in your employees?
The iGaming industry can be compared to a rapidly growing organism with ever-changing demands, from new technologies to changes in legislation or user preferences.
Therefore, flexibility and adaptability, critical thinking, collaboration skills, the ability to communicate ideas, creativity, and time management are crucial for specialists in the industry.
In our team, we assess these qualities and skills during interviews, selecting candidates with the right traits. Inside the company, we focus on mentoring, internal and external training, and individual skill development.
In iGaming, proactivity and flexibility, the ability to make quick decisions, take responsibility, and offer unconventional proposals are essential. Without focus on results and effective time management, honestly, there’s no place in this industry.
To develop these skills, we create conditions that encourage their manifestation. At 1win, anyone can propose an idea or project and get approval with just a few messages. Decisions are always fast because anyone can contact top management directly. We frequently brainstorm and give everyone a chance to be heard, and successful initiatives always lead to financial and career growth for employees.
However, it’s also important to note that soft skills cannot be developed without the desire and predisposition of the individual. That’s why we carefully assess them during interviews and strive to form teams with people who already possess these qualities. This approach creates an incredible start-up vibe with limitless opportunities, allowing us to lead and develop the industry.
In conclusion, successful HR strategies in iGaming are deeply intertwined with company culture, employee development, and strong HR branding. The iGaming industry’s dynamic nature demands adaptability, proactive engagement, and constant innovation in recruitment, onboarding, and employee motivation.
The insights from our experts emphasize the importance of cultivating a positive internal culture and providing personalized support. They also highlight that focusing on the development of soft skills is essential for a successful HR strategy. A strong HR brand not only attracts top talent but also strengthens the company’s overall reputation in a competitive market.
The insights shared in this issue of Point of View emphasize the importance of HR strategies for iGaming companies. Successful hiring practices, strong corporate culture, and effective employee adaptation are essential for growth. Building a recognizable HR brand is also a key factor. Our experts have made it clear: companies that prioritize their people will lead the way in the future.
Victoria and Irina have shown that personalization and flexibility are critical for attracting top talent. Continuous development helps build teams that are loyal, motivated, and high-performing.
As 2024 comes to an end, it’s clear that HR is a driving force behind innovation. It is no longer just a supporting function. By focusing on these strategies, iGaming companies can stay ahead and thrive in a rapidly changing industry.