The skills gap remains a significant focus for companies in the games industry. The panel was moderated by Melvin Ritsema, the co-founder and CEO of Xcite Ventures. It covered topics such as how different businesses are addressing issues with staffing, how they are introducing AI into their operations in a responsible way, maintaining company culture while employing remote teams, and putting more emphasis on employee well-being and development as core functions of the business instead of things that need to be done in addition to the core functions of the business.
Joining the conversation were Aarti Carl, VP of HR at Eaze, Charmagne Garcia-Laconico, educator and Executive Director of Pro Advantage Consulting HR & Training, and Jaime Debono, CEO of iGaming Academy. Together, they offered a multi-disciplinary view spanning HR leadership, training strategy, and executive decision-making.
AI as an enabler, not a shortcut
Artificial Intelligence has provided business leaders with opportunities and responsibility. How AI is being utilised from the human resources or human resource management (HRM) perspective is as follows: HRM uses AI to automate several administrative tasks, including drafting documentation for employees and supporting the recruitment process by creating job descriptions. In all cases, however, the panel’s position is that the use of AI must be balanced with the continuing need for human intelligence, particularly in specialised professions where experience and contextual judgement are paramount.
In terms of training, the use of AI is driving forward new ways to personalise training content, use gamification and create accessibility to training content for employees. However, employees are also requesting guidance on how to safely, effectively and ethically utilise the AI training tools available. Yet, concerns around data security and governance remain front of mind, especially as many organisations have yet to implement clear internal policies governing AI usage.
Recruitment in a globalised workplace
The post-pandemic workforce has reshaped recruitment models, with remote and hybrid arrangements now firmly embedded. The panel discussed how organisations have a higher preference for office-based collaboration due to the advantages that office-based collaboration provides in creating collaboration, personnel commitment, and development of a corporate identity. Also, speakers agreed that it is essential for employees to have a clear understanding of expectations of office presence, flexibility, and corporate fit from the very beginning of employment. Different generations have different preferences regarding office presence and flexible work arrangements; therefore, there is no longer an appropriate approach to working remotely as there once was. However, organisations are adapting their employment situations based on factors such as location/role, generation, and dynamics of employee teams.
Culture across borders and microcultures
As organisations scale internationally, culture no longer resides in a single headquarters. The concept of microcultures was presented at the meeting as geographic- and team-based expressions of an organisation’s values, and that while microcultures will occur naturally. Properly aligning leadership and communicating consistently with employees and establishing shared values can create a cohesive environment.
Practical initiatives, from synchronised global celebrations to cross-location project collaboration, were highlighted as valuable tools for fostering unity. Small gestures, from office activities to shared wellbeing initiatives, play an outsized role in reinforcing belonging and engagement.
Wellbeing as a strategic priority
In the past, the well-being of employees was considered a minor concern. However, employers are now using well-being as a critical consideration when trying to attract and retain employees. Candidates now include flexible work options, mental health awareness and the availability of support services while exploring potential employers.
According to the panel, a company’s investment in employee well-being can still prove to be successful even if the company is not spending a great deal of money on the initiative. Some examples of simple and cost-effective initiatives: short sessions of mindfulness-based meditation; using walking meetings; allowing flexible work schedules; having visible leadership support for every employee; and having open, ongoing conversations regarding mental health are the basis for fostering trust and resilience.
Training as a growth engine
Because continuous change is intrinsic to the industry, Training and Development were established as mandatory. Employee demands, regulatory requirements, and competitive pressures motivate the allocation of resources toward Learning and Development, which directly impacts an individual’s ability to perform and remain with the organisation.
Successful learning and development strategies incorporate both formalised programmes and informal methods of continuing education (e.g., through self-direction, coaching, and experiential learning). Organisations that do not embed learning and development within their cultures face the risk of stalling out and losing talent, as professionals are requiring more and more opportunities for long-term career advancement within an organisation.
Leadership lessons from the panel
Across all themes, one message resonated clearly. People remain the industry’s most valuable asset. Technology, flexibility, and global reach only deliver value when anchored by strong leadership, clear values, and sustained investment in human capital.
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