The past few years have seen an unprecedented wave of job losses across the games industry, making it hard to overstate how demoralising the current climate can feel for anyone still working in the field. While exact numbers are impossible to pin down, the ripple effects of studio shutdowns and mass redundancies extend far beyond those who have been let go; they also weigh heavily on the staff who remain on the payroll. Managing both the practicalities of redundancies and the emotional health of the remaining workforce largely falls to Human Resources departments. This very topic will be at the heart of the GamesIndustry.biz HR Summit on Thursday, October 1, and in preparation we spoke with a few seasoned HR professionals to understand how the industry’s contraction has reshaped their work and what strategies they recommend for rebuilding confidence.
Emma Smith spent fifteen years overseeing HR at Creative Assembly before launching her own consultancy, Hestia Talent Partners. She argues that the conversation has been overly fixated on those who have been made redundant, while the needs of the employees who are still employed have been under‑examined. "We've rightly given a lot of attention to the people who lost their jobs, but we haven't talked enough about the people who are still here," Smith explains.
"Many of them have endured two, three or even more rounds of layoffs, watched projects get scrapped, seen studios shutter, and lived for months wondering if they would be the next to go. That experience leaves a lasting imprint. You can’t simply announce that the situation is now stable and expect everyone to feel secure again. "Studios need to focus not on manufacturing hype or reassuring slogans, but on rebuilding trust—a process that takes time.
Honesty, delivering on promises, and treating people fairly, especially during tough periods, are the foundations of that trust." Michael Elliott Chan, head of people and operations at Compulsion Games (the studio behind *We Happy Few*), echoes Smith’s concerns and notes a shift in employee mindset toward job security. "There was a time when the market was more employee‑driven, but now we’re seeing a swing back toward employer power, with fewer openings and a heightened need for stability," he says. "People are increasingly building safety nets—saving more, creating emergency funds, and thinking ahead about how they'd survive another downturn." With daily headlines reporting fresh layoffs or closures, how can leaders reassure their teams? Chan suggests that while the scale of the problem can feel overwhelming, HR and senior management should concentrate on "controlling the controllable." "Regularly communicating intentions helps staff focus on what they can influence: delivering quality work and supporting one another," he notes.
"An open‑door policy and proactive check‑ins, especially with quieter team members, give you a clearer picture of morale. When motivation wanes, silence often precedes it, so listening to the collective pulse is crucial." Smith stresses that rebuilding trust is not the sole remit of HR; it is a shared responsibility across all leadership levels, with HR acting as a support pillar.
"Trust must be re‑established by leaders throughout the studio, not just by the HR team," she says. "I would prioritize trust over motivation.
People won’t feel reassured simply because someone tells them everything will be fine, especially after repeated upheavals. Reassurance stems from honesty, consistency, and following through on commitments.
If circumstances change, be transparent about that too. When employees start to believe what they hear and experience, motivation can grow on a firmer foundation." Career development is another lever for maintaining engagement. Providing clear pathways for skill growth and progression signals confidence in the future.
"Development isn’t only about formal training, promotions, or climbing a traditional ladder," Smith points out. "It can mean deepening existing expertise, gaining cross‑disciplinary experience, collaborating with other teams, mentoring, or taking ownership of new initiatives. In flatter organisations where promotions are scarce, there are still abundant ways to help people evolve. "The key is honesty.
If there truly isn’t a promotion opportunity, don’t disguise something else as one. Have an open conversation about what growth looks like and what will genuinely benefit the individual’s career." Chan adds that proactive communication can pre‑empt the rumor mill.
When staff see leadership addressing industry‑wide news head‑on, trust is reinforced. "Show you’re willing to tackle tough topics," he advises. "If you don’t, employees may stew in silence, let fear fester, or unintentionally spread anxiety among peers.
A straightforward, transparent message from leadership that tackles the concerns circulating in the industry can bring considerable peace of mind." One‑to‑one dialogues, rather than blanket company emails, are especially valuable for demonstrating empathy. "I know it’s time‑consuming, particularly after delivering bad news, but it matters," Chan says. "People are bombarded with content and may wonder if there’s a real human behind the messages.
When fear of being treated like a cog is high, personal conversations—whether face‑to‑face or via video—can make a world of difference." HR professionals themselves are not immune to the strain. Smith observes that the turbulence has increased both the volume and emotional intensity of their workload. "HR staff are human too. Many have been guiding colleagues through redundancies while fearing for their own roles, trying to stay compassionate and fair," she notes.
"The focus has shifted from long‑term culture‑building to reactive change management. And once the restructuring ends, the work of rebuilding trust and culture among the remaining team continues.
"Ironically, HR often neglects the support systems they champion for others—employee assistance programs, wellbeing benefits, professional networks, and trusted peers are equally vital for them," Smith adds. "You can ensure a difficult process is handled with integrity, but you can’t erase its difficulty. Carrying the emotional weight of everyone involved isn’t sustainable, so HR must also set boundaries and seek support." As layoffs show no sign of abating, HR teams will remain stretched. Chan reiterates the importance of human‑centred communication in an era of AI‑generated messages and constant news cycles.
"Anchoring the business in a people‑first mindset is critical," he says. "That means being proactive in listening, consistently addressing concerns, and creating genuine opportunities for connection—regular listening sessions, frequent surveys, intentional lunches, and celebrating milestones to counteract the doom‑and‑gloom narrative. "Game developers are passionate about their craft, and that same passion should be directed toward the people who bring those games to life." Finally, Smith reflects that crises reveal a company’s true culture more starkly than periods of growth. "It’s easy to tout values when you’re hiring, expanding, and have an exciting release roadmap," she observes.
"What truly defines your culture is how you act when things are uncomfortable and uncertain. "Instead of dreaming about a return to the old normal—because that reality is gone—we should focus on lessons learned over the past six years and envision the industry we genuinely want to see moving forward." The GamesIndustry.biz HR Summit returns to London on October 1, concentrating on People & Leadership, with dedicated sessions on the future of people leadership and personal resilience for HR professionals. Tickets are available via the event page.