Games performance management and career models

[Music] so hello on my behalf so really happy to be here and I'm here to tell you about performance management and then career development and learning opportunities from Rovio point of view so my name is Mario cosmoline and I have been working in a raffia for two and a half years now and leading the whole HR functions beginning of January and I'm so happy to be here today to discuss about the topics that are really close to my heart and my passion in the field of human resources and people development so performance management is something that it's and also talent management is something that is really my passion and

I have studied a lot and learned by working in Nokia and UPM now in Rovio so what to do and what not to do and how to learn best practices and then also what we are heavily investing in review at the moment is tech learning and career development and career paths that we have created in the company so maybe if I start with taro viens so currently we have more than 400 employees globally so we really truly are global and diverse company so we have over 33 nationalities working at the Rovio in different locations so from there came a perspective and the gaming perspective as for being the biggest site and then Stockholm being the second one and then we have offices in US and Asia as well and UK of course and

average age of the company currently is 35 and most probably now are you thinking am I myself below or above the average age but that's remained secret and then about the chain that distribution so I think that it's that the ratio is so that we have 70% of male and 30% of female so it's more or less kinda same that we have in the in the in the Western technology companies but of course in a gaming sector the companies are much smaller so the distribution can be something else but this is like the average and of course in in a positive way we are always recruiting the best talent but but hopefully we will get more women women women in the indicating industry as well to give a different perspectives and ideas for the games as

well so then about the performance management I know that you have you have read the papers and know the whole story of the Robie also not going through that at these days but what we are now really focusing beginning of this year is to rethink the performance management and how do we do that in in Rovio so we have fewer people than in in a couple of years ago and we really want to focus and invest our people and this is something that it's it's under discussion in Rovi so how do we want to actually do the performance management going forward and but what is that the fields of in performance management at Roby I would say that it's actually so that that individuals are responsible of their of course all performance management and leading telling themselves in in day-to-day work but

what is important is that that supervisors and the company needs to boost the development that gives the opportunities to perform the bit - how would I say to be the best that you can be at the workplace so that's why we said targets at the at the stage once a year so that's also something that we are now rethinking but but target is the one that we really really still believe that every one of us needs to know why we are coming to work what is the expectation that the supervisors and tech companies company has towards me and my doings so that so the targets are really tied to the games business unit financial targets as well as individual parts so it's important and every day when we come to work we know what is expected from us and how the contribution of our

work influences on the games business output and as you said we have done extremely good work beginning of this year so on the Wilhelm thoughts management we have done an amazing amazing work and amazing results so far so everything is looking really good and then about in the world of HR we are using the talent management term but what is then they aspect of what companies and super company Rovio and supervisors and being against management team are actually doing is that we ensure that we have at a match in place so the right people in the right place meaning that if there is a position and position holder they need to be a perfect match we have different kind of studios different teams different

different ways of working I would say even within the game team so the teams are different so there needs to be the cultural fit on the team they needs to be enough challenges for each and every one of us every day not too much but not too little no not too little so yeah so good match for the challenges and also if I'm for example we are having a discussions right now for example some of the QA professionals they might want to proceed the career of producers okay so it's up to the entrance management and supervisor think that is their maths how can we support that individual to proceed in in his or her career aspirations and of course it's always some tennis tube there it is not that many position open all the time so then it's been on the business side the need for that role and then individual

competencies in place and and write much from the team team dynamics I would say and what also we are how would I said training and as we speak is that we are going through each and every one of the whole Rovio employees once a year that means that that we focus on every employee at least once a year with a bigger audience so that we then try to identify people who actually are those so-called high potential that we want to grow and keep in-house and also how to support those who are not performing as well as maybe we are expecting so it goes both ways so this is something that we are doing in our everyday life and work and then about the career paths so here the philosophy really is that you don't

need to be supervisor or leader to progress in your career in Rovio so it's really important for us that if you are cool designer good programmer good designer so that your career path can continue inside Rovio and if you wanna be the best designer ever you can do that and proceed that in Rovio so that usually the companies make the mistakes that if if people want to proceed in the in their careers that automatically needs that you need to be a supervisor you need to have pic team's lead teams be the director of that and that that's not the case in Rovio if you wanna be a good specialist and craft in some of the discipline areas that's possible in row beyond that is something that we are really proud of and working towards that so two tracks and then it's also when

talking about career paths and and these kind of things so okay so how do we grow our people because we cannot expect people to proceed and move in their careers if we don't offer any opportunities and learning opportunities so we have Rovio level learning frame that actually is quite similar if you would say as the career path so we have two different tracks so we have we have how to cite trainings and learnings for every one of us working in Rabia so the newest thing is internal mentoring so that's something that we do internally so most of the senior staff members are mentoring more junior and then Rovio college this new one that actually some wise man says and always says is

that sharing is caring so that means that for example artists are really capable inside Rovio and they are teaching each other as well as programmers and all the discipline areas and then the other side is that about the supervisor and the leadership track is that number one reason why employee is leaving the company changing employer is because of the supervisor the your first line contact and supervisors not the company but the supervisor of course it's not that black and white but based on the studies that's why we want to give tools for the supervisors to be the best that they can and and give them the tool and the support that take a crow and support a known teams and then something new even even the Rovio's here

don't know this yet so revealing this to you so we want to accelerate of course at the learning of all the employees that we have in games but what we are now piloting and test flying is a learning program called Top Gun you might even figure out about the picture and about the name that where the name comes from of course I love talk I love Tom Cruise but I did it invent the name but the idea really is that we we have one year program that accelerated a accelerates learning from for the individual who are part of this program and the second one is that we of course want as a company and as a games business unit that that during that process they give to the company the best day they can taste the

different kind of project works ongoing during the one-year program so the program is designed really so that it takes one year and we have 10 new pilots that are starting this journey together with us and and there's mandatory elements as well as voluntary how this whole program is tailored and as you heard maybe heard earlier today was valid that told you about the other EE games executive program that's one of the elements of this program and there's a lot of other stuff as well so I hope that I'm here next year at the same time and telling you about the learnings that that we have had about the whole learning portfolio and then about the top camp program [Music]