Gamification entails adding a game-layer to regular mundane tasks, and does not equate to playing games. However, there is much to learn from old-school, non-technological games. Read this blog to find out how to incorporate vital, timeless game elements within your organization to reach higher levels of employee engagement.
Articles, news and updates related to gamification by Gameffective
Gameffective, a leading workforce performance gamification company, announced today it has been recognized as one of four “Cool Vendors in Human Capital Management, 2016” by Gartner.
“We want to change how workforce performance and learning are managed, since this is what the market is telling us” said Gal Rimon, Gameffective’s Founder and CEO “As a startup, we’re always looking for validation of our vision and we feel Gartner’s recognition is a thrilling indicator we really are onto a way of changing performance, motivation and engagement, and we’re very grateful to receive it”.
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.
The human brain is unbelievably complex, but sometimes we’re able to find simple “hacks” that can really improve our lives. Jane McGonigal wrote about a hack like this a few weeks ago in Lifehacker.com (it’s an excerpt from her excellent book, SuperBetter). Apparently, attempting to make a prediction about your day is one of the most reliable ways to activate the part of our brain which is responsible for rewards. McGonigal says these predictions can be anything, from how many emails you’ll get in the next hour, to how many red cars you’ll see on the road. Every prediction we make increases the level of dopamine in our brains, and dopamine is the neurochemical responsible for happiness, as well as motivation, learning and desire. This post is about using betting/wagers in an enterprise gamification implementation.
Oren Stern is Senior VP of Product Strategy at Verint. We met him speak about gamification and Employee Engagement Management. He describes his views on the use of gamification in B2C verticals, covering everything from telecommunications to financial services, and even government. Employee engagement is important for any vertical, but especially when employees do customer facing work in a transactional environment. Studies show that more engaged employees drive more successful organizations with better business results.
We typically discuss gamification in the context of changing performance and culture in a company. But sometimes gamification is about getting the software adoption ball rolling. Because – guess what – when you have enterprise software and no-one is using it, you first need to get adoption right before you talk about change management.
That was the case for a large customer of ours. They wanted to implement Remedy BMC IT in their organization. There was one catch: employees didn’t use it. Luckily for them, we had an enormously successful gamification implementation.
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.
’ve just finished reading Brian Burke’s book “Gamify – How gamification motivates people to do extraordinary things”. The book is divided in to two parts – the first deals with what the value of gamification is and what makes it important, while the second part talks about designing a gamified player experience. Burke builds on his experience as an industry analyst in the field of information technology for enterprises, where he covered everything from enterprise architecture to gamification. In the book he gives his view of what gamification is really about, what’s the right way to go about it, and what are some of the common mistakes to avoid when trying to implement gamification mechanics.
Since Burke’s pioneering 2012 gamification report at Gartner was visionary and foresaw a lot of today’s enterprise gamification , I thought reading his book would be an interesting experience. It was and I highly recommend it.
What is gamification about? Is it a long term or short term project? Is it about just getting people to use enterprise software – so it won’t lie idle – or is it about something deeper?
Done well, gamification provides context, calls-to-action and a sense of meaningful work to employees – but the core question remains. How can companies get to the “gamification done well” phase? Some of it lies in good gamification design, using sound principles within the context of an organization or role and the desired employee behaviors. But some of it lies in using gamification analytics properly – and this is the core of this blog post.