We are all familiar with the famous rule – ‘it takes 21 days to form a new habit’. If you can just stick to those 21 days, resist the temptation or keep up the effort (in accordance with the habit that you’re trying to form), you’ll be fine. Well… apparently you won’t. And this is actually a good thing.
eLearning and gamification are the perfect match. Not only can gamification greatly support training and on-boarding; it fits any gamification effort from sales to customer service. In fact, we can’t name even one gamification process we’ve deployed where there wasn’t some eLearning seasoning tossed into the mix. eLearning – using micro-learning nuggets – is the perfect choice for on-the-job training. You can use it to prompt event-based learning and to make sure that employees know about what’s important, and how to do it.
This free guide combines the insights from our extensive blogging about elearning and gamification. We hope it presents the readers with a holistic understanding of the best ways to integrate learning (and learning management systems) into any gamification project:
In many cases, gamification projects are really about using gamification for change management. The goal is the adoption of new behaviors to create new habits. For instance, driving adoption of and contributions into a knowledge management system. This was exactly the case when one of our customers called us. They had problems getting a cross-continent team of customer support specialists make use of a knowledge management system: they wanted to gamify the use of the knowledge management system, and reward people for creating and consuming content on it. We chose a city building narrative, designed the game and were ready to go. There was just one problem: the knowledge management was hardly ever used by anyone at the company. Why would people log into it now?
We recently deployed our gamification platform to encourage adoption of a knowledge sharing platform implemented by one of our customers. Before gamification, the knowledge management platform wasn’t used much by the workforce (customer service employees spread across countries and continents). The goal of the gamification implementation was to form new habits of creation and consumption of knowledge management content. The narrative used was city building – more articles meant more assets, and articles that were useful contributed to the city as well. Both individual and team challenges were used, as well as external game communication. The case study results were presented as an infographic, which we wanted to share with our blog’s readers.
We are all in a state of constant learning. Whether on the job, at school, or when keeping up with the latest technology – learning is one of the most fundamental tasks we have.
Yet learning, especially in the context of work, isn’t always that enjoyable. Learning something new, regardless of how important it is, can be an extremely difficult task. While at school, if we weren’t really in to a certain subject, we could hang low during those specific lessons and do just enough to get by. At work, it’s an entirely different story. Performance is greatly dependent on acquiring new skills, such as increased adoption of enterprise software, the use of knowledge management systems and more. It is also a factor of knowledge – emotional intelligence in dealing with customer complaints or product knowledge when offering new solutions to customers.
The world of enterprise gamification has two oft-quoted statistics, and they are quoted all too often. The first often-quoted statistic is that about 70% of employees are disengaged.The second most quoted statistic about gamification comes from Gartner. In late 2012, at the top of the hype cycle about gamification, Gartner came out with a press release titled “80 Percent of Current Gamified Applications Will Fail to Meet Business Objectives Primarily Due to Poor Design”. This is the second most quoted statistic. We decided to take a look at Gartner’s report then and see how it fared.