May 19, 2020

E3 2011 attendance soars above years past

E3
Los Angeles Convention Center
Entertainment Software Association
E3 2011
Bizclik Editor
2 min
E3 2011 attendance soars above years past

 

E3 is in its last day and the globally-recognized gaming expo has definitely made its mark not only within the industry, but also in the city of Los Angeles. More than 46,000 game industry professionals, retailers, exhibitors, media professionals, celebs, and investor analysts attended E3 2011, according to numbers released by the Entertainment Software Association (ESA).

More than 200 exhibitors unveiled their latest interactive games, entertainment, products, software, and so many other toys that we couldn’t get enough of this year. More than 120 retailers from 18 countries were also in attendance of the gaming Mecca and showed off some pretty impressive toys. E3’s international scope also grew this year with representatives coming from 106 countries, up from the 90 countries in 2010.

And what do you know? ESA has already announced the E3 2012 dates: June 5-7 in Los Angeles at the Los Angeles Convention Center. E3 2011 contributed more than $25 million in revenue to the city of Los Angeles.

See top stories in the WDM Content Network:

“This year’s E3 propelled video games to the pinnacle of the entertainment world. The industry’s innovation, creativity, and excitement combined to show the world the ultimate entertainment experience,” said Michael D. Gallagher, president and CEO of the ESA, the trade association that represents U.S. computer and video game publishers and owns E3. “The positive news generated by the event reached all parts of the world, and we are looking forward to building on this great momentum in 2012.”

“E3 2011 was phenomenal,” noted Gordon Bellamy, executive director of the International Game Developers Association. “The event showcased the best of our craft and the outstanding work of the industry’s developers. E3, once again, proved that video games are a dominant force in entertainment and are changing the way we live, work, and play.”

We'll see you at E3 next year!

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Jun 12, 2021

How changing your company's software code can prevent bias

Deltek
diversity
softwarecode
inclusivity
Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 

 

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