I gave a talk at IndieGameBusiness on how WRKS Games did its HR and Diversity to create a performant small sustainable independent game company. I shared how we created an inclusive environment that values everyone's contributions, and how this has helped us attract and retain top talent. I also discussed how our Diversity initiatives have helped us create a more innovative and effective company. Overall, the talk was very well received and I'm hopeful that it will help other small companies create a more sustainable and successful businesses. The talk is here: https://www.youtube.com/watch?v=8FaRaM4CzxY

1. Kosala “Kos” Ubayasekara
by
GETTING DIVERSITY AND CULTURE RIGHT IN THE
GAME INDUSTRY

2. Founded
2017
Headquarters:
London
Sales Office: USA
Size
12 peeps on
payroll
18 people in total
Games
1 PC Game and 1
Tabletop game out
6 under
development
WRKS on Social
@WRKSGames
WRKS WHO?
Kos on Social
@KosThinks on
Twitter
@KosLives on
Instagram
Kos in brief
First company at 25, Silven Publishing was a
tabletop gaming pioneer in digital sales of
games.
Lengthy history in tech and consumer product
innovation spanning start-ups to public
companies.
Now solely in the world of WRKS.
https://www.wrks-games.com/

3. IS NOT
A bunch of
empty fluff
about
diversity
IS
A step by
step
blueprint to
how we did it
How we are
continuing to
do it
How you can
do it
WHAT IS THIS PRESENTATION?

4. DO CONSUMER FIRST
Your company should reflect
your gamers and the gamers
you want to have in the future.
DO NOT
Run around
hiring 2.5
diverse
people each
month.
DOES EVERYONE NEED DIVERSITY?

5. Bias exists for
good reasons
Recruiting
typically
happens in a
flawed
process.
Leads to bad
choices.
Speed
drives
too many
decisions
The need to
limit budget
and time
when
recruiting
leads to
flawed
processes.
Birds of a
feather
Tend to
actually play
well
together.
The Human in
Human
Resources
The problem
and the
solution are
the people.
UNDERSTANDING THE PROBLEM

6. Format
Fully remote.
Talent
Type
100%
Freelance.
Diversity
Broad.
Inclusion
Everyone is a
shareholder.
Pay
Everyone on
the same
salary.
Organisati
on
Self managed
small teams.
Performan
ce
Linked to
payment.
RESULT
0% voluntary attrition
WHAT DOES RIGHT LOOK LIKE AT WRKS? DEFINE
YOUR VALUES.

7. 2 3 4
1
NEED vs
WANT
Hire because we need
them, not because we
can.
INITIAL
POOL
Make the initial pool
multi-national, multi
background.
TEST
Test thoroughly for the
fundamentals of the job.
TALENT KNOWS
BEST
Set out your terms, let
the talent decide if it
wants in.
THE RECRUITMENT PROCESS – GETTING
DIVERSITY RIGHT IS THE SAME AS GETTING THE
PROCESS RIGHT

8. Hiring has
consequences
When you hire
someone you add
pressure to every
part of your
business.
Don’t hire for
temporary
roles
If you do not need the
role every day of the
business, it is not a
permanent role
Don’t hire
because of
laziness
Check for other ways to
get the result first
NEED VS WANT
1

9. Developer
s
LinkedIn, multiple
ads across several
countries
Artists
ArtStation.com
Writers
and Audio
LinkedIn multiple
ads across
several countries
and inbound
through marketing
Everyo
ne Else
LinkedIn multiple
ads across
several countries
INITIAL POOL
2

10. Develope
rs
Two hour
basic Unreal
dev test.
Artists
We strictly
hire people
with track
records only.
Strictly
portfolio
based
Writers
and
Audio
We strictly
hire people
with track
records only.
Everyo
ne Else
We strictly
hire people
with track
records only.
TEST
3

11. Show
contract
early
Show them the
employment terms
early in the
process.
Listen
carefull
y
Pay close
attention to clues
on attitude and
commitment.
Do not
negotia
te
Define the value
the role brings to
the company and
set a return you
are comfortable
with.
Never deviate
from values
You will have core
values in the
company. Never
ever make
exceptions for
anyone.
TALENT KNOWS BEST
4

12. 2 3 4
1
Company
first always
An employer must think
company first, then
team, then person.
Pay attention
to attitude
Do not try to fix people.
A leader is not a parent.
Do not
procrastinate
A bad decision done
resolutely is better than
a good decision done
weakly.
Do your part in the
plan
As company leaders,
your job is to make the
company successful. If
that is not happening,
fire yourself.
YOUR DIVERSE – NOW WHAT? (AKA THE
BUSINESS OF EMPLOYEE RETENTION)

13. No company
means no jobs
Trying to save a job
or team at the
expense of wider
company stability
jeopardises
everyone.
Have clear
goals annually
Game companies are
not fast moving. Lean
into that benefit.
Communicate
well in advance
Do not hide threats or risks
to jobs or the company
from staff.
COMPANY FIRST
1

14. Management
are not
parents
Not your job to
change people, but
to give them room
to grow.
Work is for
adults
Treat them like
adults. If they
make mistakes,
let there be
consequences.
Eradicate
negativity
There is a fine but
clear line between
someone having
a dissenting
opinion and
someone that is
always negative.
Teams are
not for
everyone
Do not confuse a
person with the
role.
ATTENTION TO ATTITUDE
2

15. Trust your gut
Humans are instinctive decision makers. Do
not over intellectualise decisions. If you have a
bad gut, improve it. But do not start
questioning it.
Make bad decisions with
commitment
A bad decision made well and owned – is more
valuable than a good decision made weakly.
DO NOT PROCRASTINATE
3

16. Management are not on
lesser standards, fix
yourself first
What applies to your team applies to
you. Set a clear, consistent and good
example.
Be
valuabl
e
Function in a way
that adds clear
value to the team.
Build the
business
The best way to
secure jobs, create
value and future
proof – is to succeed
at what you are
doing.
DO YOUR PART
4