Addressing the UK Gaming Industry's Skills Gap

A recent report highlighted the ongoing skills shortage in the UK gaming industry, affecting both mid-level and senior positions, as well as entry-level roles. To address this issue, industry leaders are exploring various solutions, including the establishment of a new industry-led body. However, with uncertainty surrounding funding, alternative approaches are being considered, emphasizing the need for long-term strategies over short-term fixes. Brandon Cole, head of partnerships and development at Into Games, stresses that a holistic approach is necessary to resolve the interconnected challenges, as solving one issue will not address the entire problem. Cole notes that there is a significant breakdown in understanding the value of entry-level talent and a reluctance to allocate resources to support and develop this talent. Despite an abundance of talent and academic training, the sector is not investing in these individuals. Lien Cross, early careers manager at NDreams, agrees that the growing skills gaps will lead to recruitment challenges, particularly for junior talent, and suggests that companies should focus on growing their own talent through long-term support and skill development programs. Cross also supports the proposal for a new skills body, emphasizing the need for external coordination to address the shortage. Nick Poole, new CEO of UKIE, believes government support is crucial and that the industry must demonstrate a shared approach to meeting its skills demand. Poole suggests that the industry should co-invest in creating a dedicated sector skills organization, with UKIE acting as a catalyst. However, Cole disagrees, stating that there are already at least 20 organizations in the UK gaming sector working on skills challenges, and that a new body may exacerbate funding and exposure issues. Instead, Cole recommends supporting existing organizations that are making an impact. In terms of solutions, Cross highlights the importance of outreach to potential future talent, partnerships with schools, colleges, and universities, and providing work experience opportunities. Cole agrees, emphasizing the need for better links with academia, supporting outreach and widening participation teams, and communicating entry-level roles to university employment teams. The industry should also focus on developing and nurturing existing junior talent, creating roles dedicated to career guidance, and providing support staff for career development. Cross notes that smaller studios may struggle to implement these measures, but even minimal efforts, such as giving talks at local colleges or hosting playtests, can have a significant impact. Cole encourages studios to utilize the UK's apprenticeship levy funding to support future talent and to foster talent at an early stage, similar to the sports industry. The industry is also facing a potential skills crisis due to mass redundancies, and Cross calls for more transition support, such as CV workshops and networking opportunities, to aid laid-off talent in securing new roles. Cole stresses the need for greater transparency around skills and hiring, including salaries, requisite skills, and progression routes, to prevent talent from leaving the sector. UKIE's Poole emphasizes the importance of better data and analytics to understand the skills gap accurately and to identify areas where shortages are most acute. Ultimately, the industry must continue to address the skills crisis, finding new ways to attract and develop young talent, and ensure career progression opportunities to prepare for future growth and potential downsizing.