PIN-UP Global is an international holding specialising in the development and implementation of advanced technologies, B2B solutions, and innovative products for the iGaming industry.
It’s a massive operation with an HR department responsible for over 4,000 employees across 20-plus nationalities, and that number keeps growing – between 2022 and 2024, the holding company’s headcount skyrocketed by a staggering 355 percent.
For most companies, scaling at this pace would be a challenge for HR, but PIN-UP Global has covered more than just the quantity; the quality of jobs and opportunities for ongoing development is so high that it was named SiGMA’s Best Workplace for 2024.
To learn more about how PIN-UP Global has perfected its HR formula to manage and streamline this huge increase in headcount, iGamingFuture met with Oksana Izmailova, the company’s Chief Human Resources Officer.
In this first of a two-part series, Izmailova shares her invaluable advice for HR executives and companies aiming to develop their HR processes and scale their operations. She also discusses the impact of automation in HR and how HR can be a source of competitive advantage, enhancing your brand’s strength.
PIN-UP Global Holding now has over 4,000 professionals onboard. With over 1,500 new professionals in the last year alone, how do you manage HR processes effectively while ensuring maximum employee satisfaction?
“In 2025, we will continue to grow. However, such rapid scaling poses a challenge for the HR team.
“Firstly, it is important to establish a clear, transparent, and logical system that is understandable to everyone involved in the HR process, including managers, People Partners, and employees.
“Secondly, all processes that can be automated should be automated. This enables us to hire and onboard a large number of people simultaneously while using fewer resources.
“Additionally, all processes must be adaptable, as they need to be regularly reviewed and revised based on new business needs. They cannot be static; once a process is implemented, we should immediately start looking for ways to improve it.
“It is very important that all processes are scalable across all areas of the holding company. And the HR function should be business-oriented because our team essentially serves as a tool for development and growth.
“Each process should be simple and executed by professionals in their respective fields. We pay great attention to the professional development of the HR team and managers in our holding company.
“In summary, the formula is as follows: processes should be simple, their implementation should not take too much time, and they should be based on the company’s core values. Having all these elements in place is what we call a well-built HR function.”
Can you give an example of building such a function in HR processes?
“Let’s take Performance Review and Salary Review, for example. In our holding company, these are different processes. And there are clear algorithms for carrying them out.
“The Performance Review is conducted first and if successful, it can lead to the initiation of a Salary Review. There is a clear list of reasons for starting this process and the individuals authorised to initiate it are specified. Each step in the process is outlined, and the entire workflow is automated.
“Next, if we talk about Salary Review, it is important to emphasise that this process is highly controlled. Every three months, we upload the documents for all salary reviews and analyse whether each manager has carried out this procedure correctly.
“To streamline this system further, we have developed a Salary Calculator. This tool provides a range of possible salaries for each employee based on their position and location.
“Before making any salary revisions, managers can use this calculator to quickly assess the feasibility of an increase and determine the percentage by which the salary will change. It’s a very handy resource.
“In summary, our Salary Review process is clear, transparent, automated and controlled. Additionally, it is business-oriented and scalable. We apply the same automation principles to other processes, such as closing probationary periods and onboarding.”
What role does automation play in building HR processes?
“When there are 4,000 specialists in a holding company, and the growth is 1,500 people per year, we work at very high speeds with maximum efficiency.
“Automation speeds up many processes. For example, it allows one partner to work with a large number of people. As a result, each specialist manages about 70-80 employees on average.
“Without automation, such results would be impossible. For example, we have a chatbot that can answer standard questions from employees quickly and competently. It works in multiple languages.
“Our onboarding is automated. We have the PIN-UP Team, which is a unique integrated corporate gamified platform. It solves key tasks related to effective HR processes: training and development, adaptation and motivation, communication between all team members, creation of a community of shared interests, increasing employee loyalty, and internal communications.
“Soon, we will also implement Human Resources Management Systems and Applicant Tracking Systems.”
Do you measure employee satisfaction, and if so, how?
“Once a year, we conduct an employee satisfaction survey. As part of the survey, we ask our employees whether they would be willing to recommend the holding company as a place of work to their friends and acquaintances.
“67 percent answered that they are unconditionally ready to recommend us as an employer. This is an excellent result because even 30 percent is considered a good outcome.
“Also, in 2024, about 30 percent of vacancies were filled through employee referrals. These high figures demonstrate that employees like working for us and show that the company is moving in the right direction.”
How do you utilise internal HR processes to stand out from the competition?
“The presence and effectiveness of our HR processes set us apart. Not all companies develop their HR functions in a way that engages with employees at every stage of their development and across all areas of the organisation.
“Our corporate values are another major differentiator from our competitors. These values—leadership, professionalism, results orientation, teamwork, and open communication—shape the profile of our employees. Additionally, we are committed to continuous professional growth and development.
“The top management of companies does not always understand how to fully utilise their HR department and why it is necessary. More often than not, it is seen as a department that is “switched on” at the moment of hiring and firing.
“In reality, the work of HR is much more extensive. At PIN-UP Global, I collaborate closely with the CEO at a strategic level. We hold regular meetings to discuss how to integrate HR functions effectively into our operations.
“Managers in PIN-UP understand precisely why the HR function is needed and how it can be used. They have high expectations for our performance.
“For example, we have a role called ‘People Partner.’ These individuals assist in managing teams effectively and help each specialist perform at their best.
“For us, a People Partner is a specialist who collaborates with managers in decision-making, supports real-time management of personnel issues, and actively participates in strategic planning and resource assessment.
“They provide reports, attend teamwork meetings and give their assessment. They may also participate in final interviews of candidates and generally supervise managers regarding the quality of HR process implementation.
“We also stand out because of the highly specialised nature of our roles. We do not try to combine the duties of five people in one position.
“Take my field, for example; it is common practice in the market for one person to be responsible for recruiting, onboarding, and training employees. At PIN-UP Global, these functions are separate and different teams are responsible for them. This approach guarantees a high level of accountability and professionalism.”
Editor’s Note:
The role of HR in supporting business growth is often underplayed, but at PIN-UP Global, it’s the foundation of the holding company’s rapid expansion.
With a headcount of 4,000 and growing, PIN-UP Global’s HR department has mastered the art of rapid yet sustainable recruitment and employee job satisfaction.
According to Izmailova, the formula behind a “well-built” HR department is transparency, scalability and automation.
Processes must first be clear, transparent, and easily understood. Then, they must be flexible enough to scale across the whole organisation and adapt to the business needs.
Lastly, anything you can automate, you should, as this ensures that HR can handle more tasks with greater efficiency.
By creating specialised roles, like “People Partners,” automated processes and tools, like the company’s employee chatbot and gamified onboarding platform–designed to drive loyalty and community–it has streamlined and integrated HR throughout the company.
This directly supports employee development and fosters a high-performance culture that makes PIN-UP Global stand out.
Join us for more in Part Two, where Izmailova discusses internal hiring, creating opportunities for employee development and strategies for solving the iGaming staff shortage.
