[UK] Post-Brexit struggles for the games industry

There is a significant labour shortage in the UK games development industry. In part driven by the COVID pandemic and a surge in demand for games, the shortage - plus an attendant salary rise - has been exacerbated by the implementation of Brexit, which has added significant expense and time investment to hiring talent from Britain's EU neighbours, gamesindustry.biz reports.

"We have over 300 jobs advertised live on our website right now, and another 300 waiting in the pipeline," Simon Hope - recruitment director at employment agency Aardvark Swift -said. "It's crazy, really crazy. Ultimately, there's only so many people to go around."

Mr Hope says that before Brexit, around 20 per cent of his placements in the UK came directly from the European Union. That number has now dropped to 5 per cent, primarily because of a reluctance among EU nationals to move to a country that is now outside the EU. In the past two years, an estimated 200,000 EU nationals have left Britain to return to the continent.

The majority of Aardvark Swift's clients are UK-based game studios and publishers. Before Brexit, hiring an EU employee required minimal paperwork. Now, companies must sponsor each potential employee, apply for visas and pay expensive healthcare surcharges ("high four figures, and that's before family members," Mr Hope said) which previously existed only at a nominal level. Employers must prove that they have made a valid attempt to seek out applications from UK citizens.

Mr Hope estimates that the entire process can now take three-to-four months. Making it unsurprising that potential applicants prefer to take jobs inside the EU.

Jon Holmes - founder and studio director at Liverpool-based Milky Tea - told gamesindustry.biz that hiring new talent is a major headache, which threatens company's bottom lines. "Before Brexit, three-quarters of our applications came from the EU," he said. "That's gone. British companies are all scrapping for the same talent, and that's pushed salaries up at least 20 per cent, which makes a big difference, especially if you're making a lot of hires."

Mr Holmes says that although short-term workarounds, like hiring contractors and emphasising a commitment to remote work exist, they all have their costs and practical downsides. Longer-term, he believes Britain could become a far less attractive destination for international development talent than in the pre-Brexit era.

"We've had offers on the table, and then been turned down because someone else has come in with a ridiculous offer," he said. "It's created a volatile environment. Five years ago, a producer's salary was pretty well understood. Now, I couldn't say with any confidence."

John Clark - CEO at Curve - said, "If you look at countries like Poland, Serbia, Spain and others in the EU, you see those regions supporting their studios with investment. Nationals returning home to those countries, either because of the pandemic, Brexit, or both, are finding good places to work in their home countries. They are being made to feel safe and secure at a time when Brexit makes them feel uncertain about the UK."

Curve's chairman Stuart Dinsey is a former chair of the Association for UK Interactive Entertainment. He emphasises that plenty of other countries and other industries are struggling with COVID-related labour shortages and wage inflation. In such circumstances, high competition for talent and visa delays are understandable.

"Skilled workers can get a Tier 2 visa and the salary thresholds are low enough that it's not a problem for this industry," Mr Dinsey said. "I think it's more of a sentiment problem. There has been a reduction in the number of EU nationals living in the UK as a result of Brexit. There's no shadow of a doubt, that's had an impact. But UK companies are still hiring people from the EU."

The UK, Clark said, remains an attractive destination for talent, with a host of potential employers ranging from ambitious start-ups to international giants. "We have the biggest footprint of games industry professionals in Europe, and a host of companies where people all over the world want to work."

The current climate, however, calls for practical solutions, as those same companies compete with one another to hit their release date and innovation targets. Since COVID, Milky Tea has committed to remote work for all employees, using central offices as social hubs and secure locations for servers and equipment. This gives the company freedom to work with contractors and freelancers in the EU, offering them long-term contracts, without counting them as full-time employees.

"We've managed to attract some really good senior recruits who might not have come to us a few years ago," Mr Holmes said, highlighting the various benefits of remote working. "A lot of people have decided that they're never doing that two-hour commute again. They want to spend more time with their family."

Yet this solution presents its own problems. "Even something like IT can become an issue," he said. "We ship them equipment, we pay taxes on that, then when the equipment needs repair, it all has to be shipped back."

There are human difficulties, too. Contractors cannot claim benefits such as pensions and many feel vulnerable about the lack of a full employment contract. Companies are obliged to invest in remote onboarding protocols and in helping freelancers with chores like filing their taxes.

Payroll companies are springing up to address many of these issues. They understand local tax and employment laws but they are an additional cost, and risk, particularly at a time when demand is high and new operators are flooding the sector.

Remote work brings a host of challenges that game companies are currently struggling to resolve. At the same time, some employers (and employees) prefer the in-office option and are keen to get back to pre-pandemic work patterns.

Longer-term, British employers are beginning to work more closely with universities to create a talent pipeline that can repair the ongoing shortage. Mr Holmes praises establishments like Teesside University and the University of Central Lancashire, with which he's cooperated on training and workplace initiatives. But he warns that it takes a long time to take a promising graduate to a senior level.

"The future is about bringing on junior talent, but you have to first invest in years of training, even some of the basics of workplace engagement, so there's always going to be a need for experiences, senior hires. And there's just not enough universities like those to fulfil demand."

Mr Dinsey adds that universities will not succeed in closing the talent gap as they currently stand, "The courses should be more vocational and more directed to useful skills. We need to examine whether universities are engaging enough with the major employers in this country to make sure their courses are geared towards putting people into employment."

So while there are short term fixes, and long-term opportunities for plugging the talent gap, they all bring costs and risks. The truth is that this problem isn’t going away anytime soon and games industry employers in the UK continue to find Brexit's restrictions difficult to navigate.

"In the games industry, we're probably stronger as a country than anywhere else in Europe," Mr Clark said. "That makes us appealing as a country. But freedom of movement means that if I'm an employer in Sweden or France or wherever I've got greater access to developers across the continent. And that gives them an advantage over us."

Source: gamesindustry.biz

(Links and quotes via original reporting)

There is a significant labour shortage in the UK games development industry. In part driven by the COVID pandemic and a surge in demand for games, the shortage - plus an attendant salary rise - has been exacerbated by the implementation of Brexit, which has added significant expense and time investment to hiring talent from Britain's EU neighbours, gamesindustry.biz reports.

"We have over 300 jobs advertised live on our website right now, and another 300 waiting in the pipeline," Simon Hope - recruitment director at employment agency Aardvark Swift -said. "It's crazy, really crazy. Ultimately, there's only so many people to go around."

Mr Hope says that before Brexit, around 20 per cent of his placements in the UK came directly from the European Union. That number has now dropped to 5 per cent, primarily because of a reluctance among EU nationals to move to a country that is now outside the EU. In the past two years, an estimated 200,000 EU nationals have left Britain to return to the continent.

The majority of Aardvark Swift's clients are UK-based game studios and publishers. Before Brexit, hiring an EU employee required minimal paperwork. Now, companies must sponsor each potential employee, apply for visas and pay expensive healthcare surcharges ("high four figures, and that's before family members," Mr Hope said) which previously existed only at a nominal level. Employers must prove that they have made a valid attempt to seek out applications from UK citizens.

Mr Hope estimates that the entire process can now take three-to-four months. Making it unsurprising that potential applicants prefer to take jobs inside the EU.

Jon Holmes - founder and studio director at Liverpool-based Milky Tea - told gamesindustry.biz that hiring new talent is a major headache, which threatens company's bottom lines. "Before Brexit, three-quarters of our applications came from the EU," he said. "That's gone. British companies are all scrapping for the same talent, and that's pushed salaries up at least 20 per cent, which makes a big difference, especially if you're making a lot of hires."

Mr Holmes says that although short-term workarounds, like hiring contractors and emphasising a commitment to remote work exist, they all have their costs and practical downsides. Longer-term, he believes Britain could become a far less attractive destination for international development talent than in the pre-Brexit era.

"We've had offers on the table, and then been turned down because someone else has come in with a ridiculous offer," he said. "It's created a volatile environment. Five years ago, a producer's salary was pretty well understood. Now, I couldn't say with any confidence."

John Clark - CEO at Curve - said, "If you look at countries like Poland, Serbia, Spain and others in the EU, you see those regions supporting their studios with investment. Nationals returning home to those countries, either because of the pandemic, Brexit, or both, are finding good places to work in their home countries. They are being made to feel safe and secure at a time when Brexit makes them feel uncertain about the UK."

Curve's chairman Stuart Dinsey is a former chair of the Association for UK Interactive Entertainment. He emphasises that plenty of other countries and other industries are struggling with COVID-related labour shortages and wage inflation. In such circumstances, high competition for talent and visa delays are understandable.

"Skilled workers can get a Tier 2 visa and the salary thresholds are low enough that it's not a problem for this industry," Mr Dinsey said. "I think it's more of a sentiment problem. There has been a reduction in the number of EU nationals living in the UK as a result of Brexit. There's no shadow of a doubt, that's had an impact. But UK companies are still hiring people from the EU."

The UK, Clark said, remains an attractive destination for talent, with a host of potential employers ranging from ambitious start-ups to international giants. "We have the biggest footprint of games industry professionals in Europe, and a host of companies where people all over the world want to work."

The current climate, however, calls for practical solutions, as those same companies compete with one another to hit their release date and innovation targets. Since COVID, Milky Tea has committed to remote work for all employees, using central offices as social hubs and secure locations for servers and equipment. This gives the company freedom to work with contractors and freelancers in the EU, offering them long-term contracts, without counting them as full-time employees.

"We've managed to attract some really good senior recruits who might not have come to us a few years ago," Mr Holmes said, highlighting the various benefits of remote working. "A lot of people have decided that they're never doing that two-hour commute again. They want to spend more time with their family."

Yet this solution presents its own problems. "Even something like IT can become an issue," he said. "We ship them equipment, we pay taxes on that, then when the equipment needs repair, it all has to be shipped back."

There are human difficulties, too. Contractors cannot claim benefits such as pensions and many feel vulnerable about the lack of a full employment contract. Companies are obliged to invest in remote onboarding protocols and in helping freelancers with chores like filing their taxes.

Payroll companies are springing up to address many of these issues. They understand local tax and employment laws but they are an additional cost, and risk, particularly at a time when demand is high and new operators are flooding the sector.

Remote work brings a host of challenges that game companies are currently struggling to resolve. At the same time, some employers (and employees) prefer the in-office option and are keen to get back to pre-pandemic work patterns.

Longer-term, British employers are beginning to work more closely with universities to create a talent pipeline that can repair the ongoing shortage. Mr Holmes praises establishments like Teesside University and the University of Central Lancashire, with which he's cooperated on training and workplace initiatives. But he warns that it takes a long time to take a promising graduate to a senior level.

"The future is about bringing on junior talent, but you have to first invest in years of training, even some of the basics of workplace engagement, so there's always going to be a need for experiences, senior hires. And there's just not enough universities like those to fulfil demand."

Mr Dinsey adds that universities will not succeed in closing the talent gap as they currently stand, "The courses should be more vocational and more directed to useful skills. We need to examine whether universities are engaging enough with the major employers in this country to make sure their courses are geared towards putting people into employment."

So while there are short term fixes, and long-term opportunities for plugging the talent gap, they all bring costs and risks. The truth is that this problem isn’t going away anytime soon and games industry employers in the UK continue to find Brexit's restrictions difficult to navigate.

"In the games industry, we're probably stronger as a country than anywhere else in Europe," Mr Clark said. "That makes us appealing as a country. But freedom of movement means that if I'm an employer in Sweden or France or wherever I've got greater access to developers across the continent. And that gives them an advantage over us."

Source: gamesindustry.biz

(Links and quotes via original reporting)