What does it really take to build a world-class HR function from the ground up? In an industry where things happen fast like iGaming it’s about creating a culture that wins.
We talked with Karina, an HR leader with 8+ years of experience converting HR functions into strategic drivers in international corporations. At ALPHA Affiliates, she’s a pro at everything from process automation to performance management and has deep expertise in Cyprus labor law.
Here’s Karina’s view on what trends matter, the battle of a competitive talent pool, and how to build a team that doesn't just do its job but excels.
1. What are the top three HR trends of this fall? What is falling off, and what is speeding up?
First, a strong HR brand built on genuine company values, not just slick marketing promises. Candidates aren't interviewing at enormous brand names anymore; they're looking for a culture where the mindset feels like a natural fit. When you are clear about who you are and who you want to join your team, hiring the right people becomes so much easier.
Second, smart AI integration. We use it for analytics and automated repeat tasks. It means that our HR department can focus more time on high-level strategy and not waste their time on admin tasks. The secret isn't to fear technology but to make it work for you.
Third, collaboration without silos. Large projects today aren't led by siloed departments. They're tackled by cross-functional teams in which HR, marketing, and product experts collaborate side by side. If it's not your assigned task, you don't step aside — you dive in, because the objective is the same. That simply feels right, and the result confirms it.
To me, HR is less about managing people and more about everyone being one single team playing together to drive the business forward.
“Candidates aren't interviewing at enormous brand names anymore; they're looking for a culture where the mindset feels like a natural fit.”
2. What are the most significant people-related challenges that your industry is currently experiencing?
The challenge is different now. There are perhaps more specialists out there, but not as many with real depth. We get to see all the great CVs, but what’s often missing is independent thinking, focus, and the ability to move in harmony with the business. We want people who don't just carry out tasks but really understand them, ask smart questions, and bring their own thoughts. That’s a rare find.
In the past, hiring was the main challenge. Today, it’s retention. And it's not just about keeping people on payroll, but keeping that spark alive with those who bring energy, curiosity, and a sense of purpose into their work.
3. How has technology (particularly AI) impacted your HR processes in the last year? Where are the biggest payoffs and unseen risks?
AI rescues us from using an enormous amount of time today. Automation powers nearly all of our most critical processes, from hiring to performance reviews. It's not a matter of replacing the employees but making it efficient and avoiding hours lost on meaningless tasks.
The less time we spend on repetitive tasks, the more energy we can channel into strategy: seeing the big picture, recognizing weak areas, and realigning priorities on the fly. It creates a feedback loop of ongoing spot, fix, adapt that whizzes through much quicker than the old way.
Now, AI is the ultimate backstage assistant. It shifts things off the stage to create space for real HR work without trying to do our jobs. That's where it really shows its worth.
“In the past, hiring was the main challenge. Today, it’s retention.”
4. Which HR metrics are you watching most closely? What’s your main indicator of a healthy team?
We track metrics across several blocks. They give us both the snapshot and the priorities.
For well-being and performance, we look at turnover, eNPS, and satisfaction rate. Our turnover is well within a healthy range and doesn’t raise red flags. Satisfaction shows how content employees are overall, while the Engagement Index reflects how deeply people connect with our values. We’re not aiming for surface-level loyalty; we want true buy-in.
For our employer brand, we track social media engagement. It’s a great way to see how both our team and external audiences respond to our message.
In recruiting, the key numbers are time to hire, offer acceptance rate, and conversion rate. The goal is to hire quickly enough to meet business needs at the moment, but also hire right. Our offer acceptance rate is over 85%, which proves we’re making offers to the right people. Conversion rate helps us manage the funnel: fewer candidates, but a stronger fit.
But honestly, the best measure of success is when the numbers just confirm what you can already see and feel: the team is engaged, people are growing in their roles, and they’re sticking around for the long haul.
5. The iGaming market is known for its fierce competition for talent. How does ALPHA Affiliates stand out?
In a hot market, we lead with our culture and values. Skills can be taught, but a culture mismatch is almost impossible to fix. If someone doesn’t align with our way of thinking and working, it just won’t last.
That’s why our offer acceptance is high and turnover is low. We extend offers to people who already resonate with our vibe. And it works; people tend to stay and grow with us.
We also believe in growing our own talent. Our Trainee Program gives motivated individuals hands-on experience in real business projects, complete with mentorship and a direct path into the company. Many graduates become fantastic Junior Affiliate Managers and continue to advance from there. This mix of seasoned pros and homegrown talent is what gives our team its long-term strength.
“The best measure of success is when the numbers just confirm what you can already see and feel: the team is engaged, people are growing in their roles, and they’re sticking around for the long haul.”
6. How do you build a high-performance culture that doesn't lead to burnout?
The key is a strong internal HR brand, not just a flashy employer brand on the outside. That’s what keeps people engaged and helps avoid burnout.
We listen actively through regular eNPS surveys and smaller focus groups on specific issues. Feedback shapes the benefits we offer: not cookie-cutter perks, but what people actually want.
We also keep a shared information space. With a global, remote team, it’s easy to lose connection. To prevent that, we’ve built tools like:
- Onboarding day: New hires meet key people and get a feel for the company right away.
- Knowledge base and bots: Instant answers to common questions.
- Monthly digest: Every department shares its wins and updates.
- Alpha talk: Open sessions where anyone can share their expertise.
- Alpha news: Short, fun video updates on what’s happening across the company.
On top of that, our corporate university keeps expanding, so people feel they’re always learning and growing. In the end, it’s about making sure people feel they belong, know where we’re going and take pride in what we’ve built together.
7. In 2026, the HR teams that will survive and grow will be…
- Agile: able to adapt processes and decisions quickly.
- Fast: acting promptly, hiring, and onboarding at market pace.
- Future-focused: recognizing trends early and helping the business stay ahead rather than playing catch-up.