{"id":628,"date":"2025-07-25T05:38:16","date_gmt":"2025-07-25T05:38:16","guid":{"rendered":"https:\/\/bettingjobs.eu.applyflow.com\/?p=628"},"modified":"2026-02-26T16:01:33","modified_gmt":"2026-02-26T16:01:33","slug":"engaging-gen-z-in-the-igaming-industry-with-cindy-macintos","status":"publish","type":"post","link":"https:\/\/www.bettingjobs.com\/qas\/engaging-gen-z-in-the-igaming-industry-with-cindy-macintos\/","title":{"rendered":"Engaging Gen-Z in The iGaming Industry with Cindy Macintos"},"content":{"rendered":"

Cindy Macintos<\/a>\u00a0, Chief People Officer at\u00a0Pinnacle<\/a> Sports, shares her insights on the iGaming industry from an HR perspective. Cindy discusses with us effective strategies for integrating Gen-Z employees (those born between 1997 and 2012) into the workplace and offers practical tips for Gen-Z workers to excel in their roles. Keep reading to discover how you can transform your company into a more Gen-Z-friendly workplace!<\/p>\n

Can you tell me about your background and how you first got into the iGaming industry?<\/strong><\/p>\n

I studied tax law at university, and early in my career, I worked in the financial industry. After my last job, I took a short break, and I have been living in Cura\u00e7ao for the last 17 years. However, the island has a limited number of opportunities with international companies.\u00a0 I was eager to work for a multinational company because I appreciate the diverse cultures and perspectives they bring. I love the idea of communicating with people from around the world \u2013 one moment you could be chatting with someone in Singapore, and the next you\u2019ll be connecting with someone in India. It\u2019s an experience I truly value. One of the companies here on the island that ticked all those boxes for me was Pinnacle. Someone said to me \u2018hey, I think you\u2019re going to like this company its very dynamic, it\u2019s very international, there might be something for you there\u201d. So, I applied for a role as \u2018Legal Counsel\u2019, and I got the job! I\u2019ve now been with Pinnacle for nearly nine years.<\/p>\n

In your role as Chief People Officer at Pinnacle Sports, could you share some of the key HR topics you\u2019re currently focusing on and leading initiatives around?<\/strong><\/p>\n

There are, of course, always lots of different areas we focus on. As we are moving towards the end of the year, we are focusing on workforce planning, as well as automation of processes. You want to automate as much as possible so that you can also make room for more people related skills that utilise, streamline, and connect as many processes as possible. We aim to prioritise mental health, career development, and growth plans. By enhancing mentoring and providing support for managers, we can foster leadership development and strengthen the organisation as a whole.<\/p>\n

From a recruitment perspective, awareness of diversity, equality, inclusion, and unconscious bias remain key areas of focus. What advancements are you observing in these areas (if any) and what advice would you offer to organisations looking to train their workforce on these important topics?<\/strong><\/p>\n

One of our key focuses for years has been to hire without bias. In a lot of cases, I think people in the industry still \u2018gamble\u2019 when it comes to hiring. As a result, we\u2019ve put significant effort into structuring our recruitment processes. Our team exemplifies the success of these initiatives, having embraced these new practices early on. You can see how effectively their teams are now performing as they hit the ground running. Additionally, we have cultivated a team culture that prioritises collaboration, creating a great workplace where individuals from diverse backgrounds and experiences can work closely together. Really, it\u2019s about finding and knowing who the right candidate is for you and having a solid onboarding programme.<\/p>\n

When it comes to hiring for diversity and awareness, there are several key steps you can take. The first and foremost is to eliminate bias from the hiring process. Something that can help here is to begin with a diverse hiring team, which is a crucial step in establishing inclusivity in your recruitment process. Diversity goes beyond just race and gender; it also includes incorporating various behavioural styles and generational perspectives within the recruitment team to better support managers. It\u2019s important to remember that recruitment is a team effort \u2013 you\u2019re hiring for the organisation, not for the hiring manager. Therefore, you must involve all key stakeholders in the process to ensure that the candidate is truly the right fit. It\u2019s important for them to clearly communicate to the hiring manager that the recruitment process will take time. While they may want immediate results, it\u2019s essential to highlight that just as you can\u2019t lose 10 pounds after one gym session, finding the right candidate requires ongoing effort and patience. Training hiring managers on the rationale behind your processes and what to look for in candidates is also crucial. This helps to avoid the \u201cgambling\u201d mentality we discussed earlier, which isn\u2019t the right approach.<\/p>\n

Organisations must analyse employee departures to understand the reasons behind them and identify any mismatches. They should ask questions like: \u2018Was the role clearly defined?\u2019 \u2018Was the onboarding process effective?\u2019 \u2018Was there a lack of career development opportunities?\u2019 Understanding what went wrong can provide valuable insights for improvement. Companies should not only simply track this information, but they should thoroughly assess the data and adjust their processes accordingly.<\/p>\n

We often talk about the remote vs onsite debate. Would you say Gen-Z employees prefer remote, hybrid, or onsite working arrangements?<\/strong><\/p>\n

I think in that sense, Gen-Z don\u2019t differ much from other generations in the workforce; everyone appreciates a positive workplace. For Gen-Z, however, a few key factors stand out: clarity in the role, a clear growth plan, and strong leadership. Those are the key elements that are often overlooked. You can\u2019t simply shove Gen-Zs into the workplace and expect them to perform well; they need to understand their direction and purpose. Many Gen-Z employees have adopted the mindset of, \u2018why should I come to the office when I can work remotely?\u2019. In a remote or hybrid environment, it\u2019s essential to ensure that managers can effectively lead remotely. Additionally, you should consider which roles are best suited for remote work. For instance, if the role involves repetitive tasks that depend on specific processes and procedures, a remote setting may be more appropriate. On the other hand, if a role requires a high level of collaboration and innovation, meeting face-to-face more often is likely to be more effective. Again, I think Gen-Z prefer remote in most cases, because that\u2019s the way they\u2019ve grown up. But in my opinion, nothing beats face-to-face communication.<\/p>\n

Senior employees may feel they don\u2019t need to come to the office as much, but this can limit younger generations opportunities to learn directly from more experienced colleagues. Ultimately, it all depends on the organisation. A fantastic remote setup is only possible when you have skilled individuals who know how to make it work. Many of us collaborate with colleagues across different countries and time zones, often using tools like Skype. Success in a remote environment depends on your ability to manage effectively and maintain connections; it\u2019s crucial to prioritise staying engaged.<\/p>\n

Building on my previous question regarding remote vs. onsite work, do you believe the shift to remote was inevitable, or was it purely a response to COVID-19?<\/strong><\/p>\n

I think the pandemic of course pushed it a lot because people were hired during that time and suddenly remote work became a possibility. Beforehand, many questioned the feasibility of working from home, however, I believe the pandemic changed perceptions. Now that people have experienced remote work, especially those who have long commutes, there\u2019s an increased demand for flexible working as many prefer to avoid the hassle and cost associated with travelling to the office. However, it also depends on the organisation\u2019s culture. If employees enjoy seeing each other face-to-face and can easily meet up, creating opportunities for in-person interaction can be an effective way to accommodate their preferences. As the gaming industry is predominantly online, we were basically born for remote work. There\u2019s a lot of potential for growth and evolution in this space. However, I can\u2019t emphasise enough that for me, nothing truly compares to face-to-face interaction.<\/p>\n

Gen-Z\u2019s work ethic is characterised as \u2018hardworking, collaborative, independent, and flexible\u2019. Despite these qualities, Gen Z employees have been labelled as \u201cdifficult\u201d in the workplace. From an HR perspective, do you agree with this statement?<\/strong><\/p>\n

I\u2019m a hardcore Gen-Xer, and I\u2019ve learned a lot from my experiences. I don\u2019t view Gen-Z as difficult or lazy, they are simply different. I think we perceive \u2018different\u2019 to be \u2018difficult\u2019 sometimes as it requires us to adjust and adapt. Gen Z bring so many positive attributes to the workplace, including a strong sense of idealism that can balance out cynicism.<\/p>\n

Gen-Z provide fresh ideas and values that we might sometimes view as being far-fetched, but why not embrace them? Their perspectives can lead to innovation and meaningful change. As a Gen-Xer, I initially struggled to understand Millennials and I found myself asking, \u2018What is happening here?\u2019. However, I quickly realised that I had to adapt to grasp their perspectives and the positive changes they brought.<\/p>\n

What advice would you give to companies looking to adapt their HR processes to create a more \u201cGen-Z friendly\u201d workplace?<\/strong><\/p>\n

Gen-Z employees value clarity and they want to know what to expect from the outset, therefore it\u2019s important to have a solid onboarding program and effective mentors in place. Additionally, the organisation should be structured in a way to prevent knowledge transfer gaps, which is quite common.<\/p>\n

Gen-Z workers are highly capable and effective, so it\u2019s important to provide them with plenty of opportunities for learning and growth. Companies must have a clear growth plan and career path in place for them. Otherwise, in two weeks they will ask \u2018When am I going to become a director?\u2019. Having a clear plan in place that outlines their responsibilities, what they\u2019ve learned, and the steps needed to progress will help them integrate seamlessly into the workplace. As products of the current education system, they benefit from having more milestones. It\u2019s important for organisations to adapt their structure and processes to recognise smaller achievements more frequently, rather than just celebrating the big wins.<\/p>\n

What are your top tips for Gen-Z employees to thrive in the workplace?<\/strong><\/p>\n

There\u2019s a great saying: \u201cSeek to understand, not just to reply\u201d. I would encourage Gen-Zs to remain open-minded while staying true to their own ideals and values, as they are an important part of who you are. You may encounter perspectives that don\u2019t always make sense, so aim to ask questions without judgment. While their actions might not seem logical at first, the way you frame your questions can help clarify their perspective and make it more understandable.<\/p><\/blockquote>\n

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As a Gen-Xer, I often reflect on how valuable management skills and interpersonal approaches are. Greater awareness of these skills can help individuals navigate the workplace more effectively. So, I would urge Gen-Zs to think about what you want to do in the long run and who you are becoming and act accordingly on this.<\/p>\n

Following on from this, how can organisations encourage collaboration between Gen-Z and other generations to establish effective teamwork?<\/strong><\/p>\n

I am biased as I have been a training manager for years. But for me, it\u2019s all about team building and training. Diversity goes beyond gender and race, and when you organise social events, you\u2019ll see how well people connect and collaborate. True team building and training goes beyond just establishing friendships in the workplace, but it also creates awareness and encourages people to ask questions. This approach allows Gen-Zs to see the world from different perspectives, overall enhancing collaboration.<\/p>\n

There are endless opportunities available, but it\u2019s essential to have a well-structured approach to achieving them. Remember that everyone is unique, and this diversity is what enhances an organisation.<\/p>\n

\n

We would like to extend a warm thank you to Cindy for contributing in today\u2019s article and for sharing her insights on engaging Gen-Z in the iGaming industry and workplace.<\/p>\n

Cindy and the team at Pinnacle are thrilled to be running a workshop with a focus on \u201915 tried and true principles for personal growth and development\u2019. Find out more about this excellent opportunity to enhance your knowledge and skills by clicking the following link\u00a0\ud83d\udd17https:\/\/www.eventbrite.com\/e\/the-15-laws-of-invaluable-growth-registration-1061922130679?aff=oddtdtcreator<\/a><\/p>\n<\/div>\n<\/article>\n

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