In the fourth installment of a new collaboration between IAG and the Responsible Gambling Council, RGC Managing Director and Director of the Centre for the Advancement of Best Practices, Janine Robinson, discusses the importance of imbedding RG into a company’s culture.
Responsible gambling (RG) is globally recognized as being a vital strategy in safeguarding the public from the harms associated with gambling, while at the same time supporting a sustainable player base. When done well, RG moves from being a box that gets ticked to a core part of an organization’s culture and identity.
Organizational culture is based on shared beliefs and values that are established “at the top” and communicated throughout the organization. The goal of any organization is to have employees move from simply adhering to roles to internalizing and projecting them through their everyday job functions.
Building a strong RG culture starts with weaving beliefs and standards into policy and robust training to communicate and execute the strategy. But it does not end there. Leaders in RG know the importance these tactics play across the fabric of the organization and the value of embedding them into day-to-day operations carried out by all staff.
Policies should be measurable and reviewed in order to be successful. They need to take into account cultural norms and behaviors that are specific to a market or jurisdiction. Although rooted in universal principles, a clear demonstrated understanding of these diverse cultural and societal norms can be the ignitor in fostering a tailored and bespoke RG culture that thrives.
POLICY INFORMS CULTURE CHANGE: LEADING PRACTICES
Policies without action or practices are just words on a page. For meaningful action and change to occur, practices should be encoded in policy and driven from the top-down. Policies are also required to be measurable to be successful. A good policy is one that is actionable, communicated, supported, reviewed and updated within appropriate time frames. Policies that cultivate and recognize everyday RG leaders allow employees to share accomplishments, and they drive higher productivity because those employees are being seen as doing important work.
Newer markets understandably may have concerns that RG will negatively impact the bottom line. There is no evidence this is the case. RG is intentionally designed to support players to play sustainably, and is aligned with long-term business objectives. Building practices into policy to create an RG culture opens the doors to opportunities for operators in newer markets to interact with players across the player journey.
Some leading markets with established presence have built RG culture into the business model and understand its importance and far reaching positive effects. It’s good for business, good for customers and good for staff.
TRAINING REINFORCES AND DRIVES ORGANIZATIONAL CULTURE
Where policy is the enabler, training is the driver and generates change by delivering key messages and appropriate skillsets to different levels of staff. Training is an investment in human capital and increases employee pride and job satisfaction, and empowers staff to have appropriate interactions with players. It provides frontline staff with the necessary tools, skills and support from management to enhance job performance. This interaction can create meaningful bonds between staff and players, and encourages the creation of a sustainable player base.
A third-party assessment of an organization’s current training can offer insights into what is working and areas for improvement. RG Plus is a leader in delivering bespoke training solutions and can be an asset in the creation of effective and measurable training packages. This type of evaluation increases transparency and accountability within an organization and inspires the retention of a skilled workforce.
A strong culture is a true asset and speaks to the longevity of an organization. Accountability, transparency and cultural norms become the foundations for strong policies that trickle down to all staff, giving them the power to be change makers. Whether it’s in the boardroom crafting strategies or on the gaming floor talking to players – culture plays a vital role in shaping an organization’s success.
