Overview
Melanie Cambron
<melanie@melaniecambron.com>
with Heather Maxwell
<hbmaxwell@mindspring.com>
Rather than spending loads of cash on relocation fees, recruiter fees, immigration fees, and to save valuable production time, companies should focus on keeping their teams happy and productive. European game companies have been particularly successful in this area. Why? They make the effort. There are simple yet effective steps you can take as a leader to create a legendary and legendarily happy team.
Why Is Team Happiness So Important?
The benefits of hiring, managing, and keeping happy team members can be limitless: higher quality of work, milestones met, bonuses paid, projects shipped, additional projects from pleased publisher, good reputation earned. However, if no effort is made to keep developers content, the results can be devastating to the
happiness of the individual, the morale of the team, the timeliness of the project and, in some cases, the future of the entire studio. Companies are quick to throw money around to land the perfect game developer, but often do not bother to expend any time, money, thought, or effort to keep this necessary link in the development chain.
There Once Was a Programmer from Scotland: A True Story
Airfare from Scotland to Texas: $1,700 Hotel stay during interview: $200 Immigration attorney: $2,000
Second immigration attorney: $2,000 Relocation allowance: $7,500
Recruiter's fee: $14,000
A well-known game developer and publisher spent nearly $28,000 just to hire this one programmer. Given that sort of cash outlay you would think the company would make an effort to keep the employee happy and on board.
Strike One: His second Monday on the job was the Fourth of July. No one told him it was a holiday and that he did not need to be at the office, and no one invited him to the informal company barbecue. While the
programmer would not have celebrated the holiday back home, leaving him out of a company event is questionable— and sending him to work alone, inexcusable.
Strike Two: A couple of months later he is told he needs to work on Sunday. Canceling personal plans, he dutifully works alone from dawn to dusk in a completely empty studio because, apparently, there really was not that much urgency in the project. After this incident, he finally spoke up and asked that he not be asked to worked on holidays or weekends unless it was expected of the entire team.
Strike Three: After six months of flawless performance, and having been described by the vice president of production as the best hire the company had ever made, he is asked to repay the majority of his relocation allowance, because he had not actually moved much furniture or other personal property. However, there were no stipulations, guidelines, regulations, or rules covered in his offer letter stating how the relocation money was to be used. Therefore, when the programmer pointed out that the cost to actually move the contents of his two bedroom flat and his car, around $10,000, to the United States would have been significantly more than what he had spent, the company relented and dropped the issue.
Nevertheless, the programmer never forgot the rather financially stressful episode. While he was committed to completing his project, his heart was no longer with the company. He had worked hard, delivered above and beyond expectations on a million-dollar game, and, yet, the employer chose to create a problem that simply should not have existed. This type of behavior on the part of management affected many members of the team.
And after seeing so many of the talented individuals he truly enjoyed working with walk out the door, he soon followed suit.
Why would a company spend approximately $28,000 to hire someone and then treat him as a disposable commodity, especially an employee who had exceeded all expectations. It's difficult to explain or understand, but it happens regularly.
Warning Signs of the Unhappy Team
Employees might give numerous signals to indicate their discontent with the work environment. If you notice any of them in your workplace, you could easily amend the negative situation before losing a valuable team member.
Absence
Do they come to work on time? Do they leave early? Do they frequently miss work? While excessive absences could be related to personal issues at home and might not necessarily mean they are unhappy, they could also be an indication that your employees are actively searching for employment elsewhere. It could also be an indication that they don't feel their contributions to the projects are valued and, therefore, are bitter about coming to work.
For example, suppose a production tester is constantly late by one to two hours a few times a week. He might no longer feeling challenged on the project and might be resentful that his ideas are not more favorably received.
In some cases, there is little you can do to make the position on the project more challenging, especially one involving testing different configurations of the same product over and over again. However, simply ignoring the problems is also not the answer. To deal with this issue, you need to discuss the employees' expectations of their positions, and provide solutions.
Lack of Effort
Are they productive when they are at work? Do they miss deadlines or not care if they do? If they have
assigned tasks and deadlines, do they use their time productively completing the tasks? Or do they waste a lot of time away from their desks, chatting with other employees, surfing the Web, or playing games and calling it
"research?"
Note that this could also indicate that employees are overwhelmed by their tasks, and are afraid to discuss this with management. Rather than tackling the issue head-on, they just waste time hoping the problem will go away. The mere idea of talking to management can be intimidating for many employees.
Complaints
Do they frequently complain about management? Do they complain about other team members, specifically those in leadership roles? For example, "I could do his job better. Why did they hire this guy? He doesn't know anything about . . ." People who are disgruntled with management tend to think the grass is greener on the other side. The more proactive complainers will look for other jobs. The less proactive complainers will stay on, but their complaining will create an unpleasant work environment for other employees. This environment could potentially lead to more dissenters.
Commitment
Are they reluctant to commit to long-term assignments? Anyone who is thinking about leaving a job will be reluctant to commit to a long-term assignment. They will invent some excuse, but if they are unwilling to commit to long-term tasks, you need to find out why.
Apathy
Have they asked other people about their own job satisfaction? If they are dissatisfied, they will start talking to other employees to see if they can find other people to relate to. Particularly if they are unhappy with
management, they will talk to other people to spread their unhappiness. Again, this could create an environment of snowballing discontent.
Unfulfilled Requests
If an employee has requested something, like a new computer, and has yet to have his or her needs addressed without a good explanation, the perceived lack of caring can have long-lasting consequences.
How to Address the Signs
The first thing to do when spotting a potentially unhappy employee is to talk with him or her. If you see any of the aforementioned signs, it is your job as a manager to find out what is going on. Obviously, you would deal with someone who has personal issues differently than with someone who has work-related issues, but you must uncover the issues first. Use questions such as: What do you think about this project? Is there anything you would like to have done differently? How would you handle this situation? (A good question to ask in instances when there are known problems with the project.) The answers to these questions can reveal a considerable amount of information about why the person is unhappy and what can be done to improve the situation.
Open communication is the key to spotting and addressing these signs. Is someone coming to you repeatedly about the same problem, even if you have addressed the problem? This probably means that you have not provided an acceptable solution for this person. You need to be open with this person and find out why he or she are dissatisfied. You cannot be all things to all people and some people will never be happy with what you do; however, some might have specific, fixable, reasonable requests. If you can discuss these reasons with them, you come closer to having a happier employee and creating a better environment.
As a manager, you need to be able to deal with all personality types effectively. Some team members respond well to blunt criticism, while others need more guidance and nurturing. Some people might be motivated by tight deadlines and will do their best and most productive work while they are in crunch mode. You need to deal with your team as both individuals and a team. You need to create the best working environment you can for the individual, while still doing what is best for the team.
Case Study 4.6.1: Real-life Team Leader Tales of and Tips for Success
In a GIGnews interview, a veteran, seasoned producer, and an art studio director, of a game development company in Austin, revealed some of their keys to successfully forming and keeping a happy team. Their story is comparable to that of the phoenix rising from the ashes and truly displays what a group can overcome and accomplish when working together as a big happy family. The art director briefly outlined the history of the studio, how it grew from 4 to almost 40 employees; they were purchased by a large international publisher that then suffered a bankruptcy; the studio kept going with self-sustaining cash flow from contracts and opted for their freedom again, forming their own company. He tells it so matter-of-factly that it is easy to forget the fact that the company that owned them filed for bankruptcy. How were they able to keep every single studio member during such incredible upheaval when other companies lose scores of employees for reasons that pale by comparison?
The studio management credits their ability to conquer what could have been a devastating situation to not only having two of the finest development teams in the industry, but also some extremely talented senior managers who kept cool heads through the many chaotic transitions. The team worked diligently to keep everyone together and focused on the future of their newly formed company. The producer kept the team on track and healthy, and acted as liaison with the publisher. Having a skilled support staff that stayed focused on getting the group up and running enabled the development team to stay focused on making games. "As far as the teams were concerned," says the producer, "we tried to make it as seamless as possible."
The leaders of the studio put forth the necessary effort to maintain the talented folks that they had. Although saddened by the news of the parent company's bankruptcy, they knew it was their obligation to complete their contracts in good faith for their clients. "Taking this responsibility seriously, weathering the resultant difficulties and seeing these projects through were conscious decisions on the part of every team member," says the art director.
When specifically asked what the magic is in assembling that kind of team and keeping it together, the art director stated that starting with a core of experience and honesty in establishing a studio that encourages the inclusion of ideas and abilities from all team members is paramount to success. He also stressed that
management's purpose is to create an environment conducive to creativity and problem solving.
In conclusion, the producer emphasized that the key to keeping a team happy is to be as honest as possible, and provide as much information as you can.
How to Avoid the Problems in the Future
It is important for management to be in touch with what goes on from day to day. Encourage an open door policy and be open to hearing complaints and suggestions.
Several successful studios have used some of the following benefits to create a work environment in which the employees feel welcomed and appreciated. You should consider trying some of these or your own creative ideas.
Good benefits (full medical, dental, paternity leave). Start with the basics and add benefits as your company grows.
Flexible working hours. The game industry thrives on its wealth of creative geniuses. Not everyone has his or her creative juices flowing by 9 a.m. Countless studies on business psychology have shown that flexible work schedules improve productivity, increase retention, and reduce absenteeism and tardiness.
Up-to-date, functional hardware. Employees quickly grow frustrated when dealing with equipment that is inadequate for the task assigned.
Downtime to play competitor's games. There is no greater bonding experience than tearing apart the competition's product.
Free sodas and snacks. These can be purchased very inexpensively by the case at wholesale clubs.
Dinner provided during crunch time. The team appreciates the free meal and less downtime is taken by having dinner at the office.
Working with others who are passionate about the project. The quickest way to sabotage a project and ultimately a company is to hire a bunch of burned-out, indifferent sourpusses. Game development has enough obstacles; you don't need any on your payroll.
Health club membership. Not only does it keep you fit, exercise is a known mood elevator. Mentally and physically healthy employees result in less absenteeism and increased alertness.
Ice Cream Day to celebrate monthly birthdays. Or cake or whatever. It's the thought that counts.
Monthly pizza for lunch. An inexpensive gesture that is greatly appreciated by a hungry team of developers.
Creative and appealing work environment. This doesn't mean designer copper-topped conference tables. Paint is cheap. Appealing colors inspire creativity, increase productivity, and relieve stress.
Launch/ship parties. A development studio in Austin does Mexican food and margaritas. They rent a margarita machine and order loads of the spicy cuisine. Reward the group for a job well done. It's much cheaper than replacing them for the next project.
The Power of Veto
There are certain hiring strategies that companies can also use to better their chances of creating a well- adjusted team. For years, Ensemble Studios has incorporated the veto into the interview and hiring process.
Anyone in the company has the right to veto a candidate. Members of a game development team work too closely and rely too heavily on each other's work to not get along. It is imperative that the additions to the team be cohesive with current members for things to run relatively smoothly. Be mindful of the fact that you are asking team members to spend a horrific amount of time working, communicating, eating, and playing with this newest member of your game development family. The only way to determine if the chemistry will work is to allow the individual developers to have a voice in the matter. Without that, you risk creating an environment that could cause project delays, missed bonuses, employee resignations, and ultimately project cancellation. This veto strategy has been successful for Ensemble for years, so successful that other companies such as Big Huge and Iron Lore are now following suit. The psychological benefits of the power of veto are also numerous.
By allowing team members to have a voice in the hiring process, you give them a sense of ownership in the company that translates to increased sense of pride and responsibility. With this augmented feeling of
commitment to the company and the products created, the team is sure to benefit in quality of work produced, as well as loyalty to the team and company.
Corporate Culture and "Quality of Life": Not Just a Slogan
Everyone has heard the adage "the family that plays together stays together." Well, the same is true for game development teams and companies. If you are able to create an environment that encourages respect and even friendship between the members of the team, retention is certain to increase. If individuals enjoy working with and feel obligated to their counterparts, it makes the decision for them to leave the company a great deal harder. Often the reason employees resist leaving their current company is because they fear disappointing their teammates. Pretty powerful. Many companies such as Turbine Entertainment put a great deal of thought and effort into creating a pleasant work environment that often extends into social events. For example, Debbie Waggenheim, human resources director for Turbine, includes planning movie screenings, company parties, and more as a crucial part of her job, ensuring that the employees feel not only appreciated by the company but also committed to it.
It's Not about the Money
Studies have repeatedly shown that money usually is not the reason why employees develop wandering eyes.
Faced with losing a talented game developer, companies often counter offer in an effort at retention. Remember that it's rarely just about the money. Survey after survey has shown that only a small percentage who accept the counter offer remain with the company longer than six months. It's the intangibles that really create that sense of belonging to a studio.
Communication
Management needs to be forthright with the game developers. Learn how to talk and listen to the plethora of personality types involved in the creative and technological world of game development. Encourage
communication from the team members; listen to them when they voice their opinions on everything from hiring to game design. When a potential problem begins to arise, address it immediately by talking with, not at, the individual.
Unity
Be mindful of what you are asking your team members to do. Although it sounds like something your Aunt Edna might have needle-pointed on a pillow, the golden rule still works, and works well. If you are going to require your team members to cancel their plans to come in on a Sunday, you, too, had better be present. No faster way to breed feelings of malcontent than to require game developers to be in a fluorescent-lit office while management is out riding jet skis on a sunny afternoon. In addition, creating opportunities for the group to play in a social setting increases the bond they have to the team, the project, and the company.
Appreciation
You don't have to shell out the big bucks to let your game developers know you value their efforts but you do have to actually take the time to say or show it. A simple verbal or written acknowledgment of a job well done still means something. Pick up breakfast on Fridays—a dozen doughnuts are only a few bucks. When milestones are met, send folks home early.