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IGDA Best Practices HR

IGDA Best Practices HR

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Published by: mangeshmalvankar on Oct 30, 2010
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10/30/2010

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IGDA Business Committee- Best Practices in Human Resources -
Prepared by:
Leah Rubin – Radical EntertainmentClarinda Merripen – Cyberlore StudiosApril 22, 2003www.igda.org/biz
 
IGDA Business Committee www.igda.org/biz
2
The IGDA Business Committee
The IGDA Business Committee’s mandate is to empower the development community with business knowledge and in the process allow developers to make better games.The goals of the Business Committee are as follows:
Enable developers to build stronger, more successful companies
Provide knowledge and business support resources
Increase the perception of game development as a credible business and raise the profileof game developers as viable companies
Improve the publisher/developer relationship
Improve the retailer/developer relationshipAdditional information on the IGDA and the IGDA Business Committee can be found athttp://www.igda.org/biz/ http://www.igda.org/committees/business.php http://www.igda.org/committees/business_members.php 
The Best Practices Roundtables & Reports
The Best Practices Roundtables & Reports are one of the 2003 initiatives of the BusinessCommittee of the IGDA. The end goal of these roundtables is to prepare a summary report oneach topic for distribution to the game development community via the IGDA web site. Insharing this best-practice knowledge, we hope that developers will thereby be able to improvetheir human resources, schedule their projects more efficiently, work with their publishers tooptimally market and promote their games, improve quality assurance testing on their games,and bring greater financial stability to their companies. The five topics covered in 2003 were:
Best Practices in Human Resources
Best Practices in Resource Management/Scheduling
Best Practices in Promotion/Marketing
Best Practices in QA/Testing
Best Practices in FinanceAdditional information on the Best Practices Roundtables can be found at:http://www.igda.org/biz/best_practices.php 
 
IGDA Business Committee www.igda.org/biz
3
Overview 
The Human Best Practices Roundtable was held over two one hour sessions, March 6
th
and 8
th
,2003. We had dozens of topics ready to offer up for discussion in the event that participants didnot come with particular areas of interest of their own to explore. Major topics included:Strategic Planning and HR, Compensations and Benefits, Hiring, Performance Management,Company Culture, Keeping it Legal, and others.Several non-HR participants attended the session. Marketing people came as well as CEOs of  both from newly created and established companies wanting to glean some HR expertise.Lawyers who specialized in immigration law participated shared their expertise. A number of students and hopeful employment candidates came hoping to gain some insights into “how HR  people think” in the hopes of gaining some advantage for interviewing purposes. This mix leftonly a few company representatives who were able to actively participate and less of anexchange of HR Best Practices occurred than hoped.The roundtable showed the game industry is still uncomfortable with Human Resources. Somedevelopers were proactive and focused: at these developers, HR was definitely involved in senior management decision-making and strategic planning. In other cases, the HR function was stillundervalued and underappreciated within companies – if it existed at all. In one such case a largecompany just removed HR from senior management. Clearly, participants of the roundtablewant to raise the profile. They felt the single biggest differentiator between a good company anda great company is how they manage their human capital. The industry is young and mobile andneeds someone to champion the talent, maximize the human capital and manage their treatment.Finally, there was a great distinction in needs between the larger companies of over 100 peopleand the smaller developers. Larger companies often had one person or more dedicated to HumanResource needs, the person in the smaller company often wore a number of hats. The practicesvetted below reflected this distinction. For instance, a larger company could afford to have aseparate recruiter with all the accompanying focus and expertise, where as a smaller companywould have to rely on a single person, often an office manager, to coordinate all the planning. To be most effective next roundtable sessions could present best practices awareness of differingcompany sizes. Note: The IGDA is trying to start a HR mailing list for professionals in the industry to further conversation about best practices, get advice from others and explore different approaches tothorny HR problems. Membership on this list is restricted to limit job seekers and advertisersaccess. To sign up, please go to www.igda.org/hr_list.Best Practices were organized around the following format:
“Name” of the best practice
Description of the best practice
Pros
Cons
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