4GAMIFICATION: DEFINITION Gamification is the use of game attributes to drive game-like player behavior in a non-game context. This definition has three components:“The use of game attributes,” which includes game mechanics/dynamics, game design principles, gaming psychology, player journey, game play scripts and storytelling, and/or any other aspects of games“To drive game-like player behavior,” such as engagement, interaction, addiction, competition, collaboration, awareness, learning, and/or any other observed player behavior during game play“In a non-game context,” which can be anything other than a game (e.g. education, work, health and fitness, community participation, civic engagement, volunteerism, etc.)Source: Dr. Michael Wu, Principal Scientist of Analytics at Lithium.Bottom Line: Use game principles to reward positive behavior and progress
5GAME MECHANICSCompanies use at least one of six primary game mechanics already:PointsLevelsChallengesBadgesLeaderboardsRewardsAll of the mechanics can be leveraged to engages employees and increase retention ratesThe goal is to develop a model that simultaneously engages employees and assists in identifying top talent for leadershipBadges can help gauge employee interests and interestsLeaderboards help identify emerging leadersChallenges identify innovatorsPoints give a manager a framework to assess employeesRewards provide incentive to accomplish tasks and focus employees on goalsLevels showcase expertise level in specific topic areasSource:
6A MODEL FOR GAMIFICATION: THE SAPS FRAMEWORK Status – opportunities to level up, desire for status is universal and people don’t want to lose statusAccess – giving people something that they can’t have without you.Power – giving people control over other people. Moderator on a forum, leader of a group, etc.Stuff – can be expensive and is a known quantity. Would you rather get a free 11th cup or not have to wait in line for the coffee?Source:
7SERIOUS GAMES: NOT GAMIFICATION Urgent EvokeIBM – CityOneWe do have an internal team working on development of serious games internally in the firm. Santiago Pikula is the SrAsc leading this up and has examples of tools that help CyberSec
8WHAT ARE SOME GAMIFICATION EXAMPLES 8WHAT ARE SOME GAMIFICATION EXAMPLES
9GAMIFICATION IN PRACTICE: TESTING Scenario: An employee wants to demonstrate their level of expertise across the firm to be recognized as an internal thought leader and to increase their professional networkValue: Management can identify skills of employees for proposals or project staffing without mass resume calls or internal team resumesSolution: Smarterer’s Approach using Game MechanicsEmployee:Quests – NoBadges – Yes, badges to display your intellectual prowessRewards – NoPoints – Sort of, tied to each skill/capabilityLevels – Yes, decided by correctness of answersLeaderboards – Yes, visual of where you stand in level of expertise on a topicChallenges – can challenge colleagues to see who is the smartest in a topic areaApproved questions that determine level of mastery on a specific body of knowledgeRanking within the community to identify a fit on future projects
10IN PRACTICE EXAMPLE: LEARNING Scenario: A manager needs to develop an individualized learning plan for each of their employees under the direction of senior management with the expectations that they will be able to track progress and achievement in real-time.Solution: The Khan Academy Approach to Game MechanicsEmployees see progress for their individualized learning pathManagers can track and assist employees using real-time KPIsEmployeeManagerKnowledge MapLearning PlanMulti-Employee Training ActivityEmployee:Quests – Yes, customized learning plansBadges – Yes, badges to display your intellectual prowessRewards – Yes (virtual), updated profile, unlocking of new areasPoints – Yes, points derive from correct answers providedLevels – Yes, the more points, the moreManager:Leaderboards – Yes – real-time visual of where your employees rack & stackChallenges – Yes – send out a training challenge to staffProfileMulti-Employee Training PerformanceVideo Tutorials
11IBM Rewards Quests Challenges Badges Leaderboards Points Levels IBM’s internal collaboration network is using IBM Connections, a platform that is the evolution of Lotus – this is just a snapshot of one person’s platform and does not represent the robust-ness of the platform. This is meant to show an example of how a platform can incentivize productive and rewarding activity.
12EMC Points Leaderboards Quests Rewards Challenges Levels Badges EMC is using the JIVE collaboration platform (allows internal and external communications) with Badgeville’s integrated solution. Badgeville is another leading provider and EMC’s platform is a great example of how emphasizing activity by means of “badges” and levels gets people to return to a social platform.Badges
13SALESFORCE WORK.COM CUSTOMIZE Recognition: Work.com also uses custom badges, so GSA is going to look at customizing badges tailored to the way that it does business – customer satisfaction, tenant satisfaction, etc.You can attach skills to reflect the meaning of each badge — reinforce principles learned in training and this can all be viewed publicallyHave leaderboards, rankings and other statisticsOther clients – LivingSocial, HubSpotEXAMPLE: Living Social created “Escape Artist” Badge to amplify behavior and public recognition on the global sales team
14HOW ARE ORGANIZATIONS USING GAMIFICATION 14HOW ARE ORGANIZATIONS USING GAMIFICATION
15BY 2015, 50 PERCENT OF COMPANIES WILL EMBRACE GAMIFICATION, GARTNER SAYS “Gamification describes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change,” said Brian Burke, an analyst at Gartner. “Enterprise architects, CIOs and IT planners must be aware of, and lead, the business trend of gamification, educate their business counterparts and collaborate in the evaluation of opportunities within the organization.”Source:
16GAME MECHANICS AND ORGANIZATIONS Gamification is being leveraged within typical organization’s today through:Performance AwardsSales LeaderboardsContests & Innovation ChallengesReputation and Skills ManagementManagement Oversight & InsightKnowledge Management
17UNDERSTANDING EMPLOYEE BEHAVIORS To avoid the grass is greener mentality there are four guiding principles that shape employee behaviors and improve company engagement:Progress Paths – How close is an employee to the next “level up”?Social Connection – How do employees determine what peers share the same skills (e.g. Belting) and where they rank?Interface/User Experience – What environments can be used to engage employees on existing/future social platforms? (multi-device access, augmented reality)?Feedback and Rewards – What motivates employees and / or leadership? (determine reward models to incentivize behavior, so-called “turbocharging” effect)Progress Paths – is there a new way to “level up” an employee when they meet all the criteria, as opposed to waiting for an annual conversationSocial Connection – Employees are a wealth of capital beyond the skills and knowledge they bring. They frequently have connections with other employees across the firm. This can be hard to maintain and manage if not used with the internal system.Interface/User Experience – the burning platform vs. the sustainable platformFeedback/Rewards – Most companies do this today, but acknowledgement/kudos aren’t always socialized.
18IN PRACTICE EXAMPLES: USE BADGING TO INCREASE ENGAGEMENT Contract Badge: Understanding of a contract vehicleNovice to expert levels, perhaps different badges for different contract typesCapability Badge: Understand the Service Offerings in different capabilitiesST&I, Sys Dev, Cyber, Master Technologist (all tech capabilities understood), S&O, Analytics, etc.Idea Generator Badge: Promote new ideas with key career incentivesTop 50 idea generators in the firm receive mentoring time with senior leadership based upon badge levelIdea generator badge – generate 5 ideas, get a 30-minute brainstorming session per quarter with senior leaders.Key Need: Develop an incentive/reward/acknowledgement systemHave a clear concept of what we want our employees to accomplishUnderstand what matters for employee and firm successGoal: Have a leaderboard to allow both employees and management measure progress along the way.Remember when we were kids and were in the Girl / Boy scouts…everyone wanted badges and the ultimate status was the Eagle Badge. Badges are a mechanism to showcase talents and be acknowledged for the use of those talents in a business environment.
19ENGAGEMENT AND GAME MECHANICS Adding game mechanics is an effort to solve the “interactions per person” problem as opposed to just increasing social activities.We want all employees to start engaging, not just employees that already engage to engage more.Employee behaviors change over time, and injecting game mechanics is a means to assist that change.When you’re a Consultant (level 1) you have different goals, different objectives, different skills, different activities, etc. from when you’re an Associate, or a Senior Associate, or a Vice President.Each level can approach their working life with the right set of tools and a shaped environment to be successful in their work. (In games, as you level up, your quest challenges increase and enemies get stronger but have higher rewards for success, and it just isn’t fun to fight lower level enemies)
20POTENTIAL VALUE PROPOSITION Energize the workforceProvide employees with a sense of purpose and incentive to engage in collaborative effortsDrive Performance ImprovementTimely feedback to directly engage employeesInnovate in an Organic wayCapitalize on geographic diversity of workforceEnable Grass-Roots effortsMotivate Teams and IndividualsClearly identify what teams/individuals get if they do wellIdentify Emerging LeadersSenior Leaders can identify upwardly mobile staffInstitutionalizing these concepts can help develop patterns for project resource allocation
25Would my client derive value from encouraging behavior? ASK YOURSELFMOTIVATION:Would my client derive value from encouraging behavior?MEANINGFUL CHOICES:Are target activities sufficiently interesting?STRUCTURE:Can desired behaviors be modeled through algorithms?POTENTIAL CONFLICTS:Can the game avoid tension with other motivational structures?Gamification is a powerful tool when designed to accomplish purposeful goals around set business objectives. Gamified systems are not the same for all organizations.Motivation:Motivation is important in situations that involve deep creativity, skills, or teamwork- either this, or when it is required to make something that is boring interesting.Meaningful Choices:There are several situations that make choices meaningful – are there options for the user, does the gamified system do things in a way that seem interesting, does the user care about the outcome?Structure:Can rules and algorithms be used to implement a gamified system? The business should be able to encode in rules and algorithms in order for gamification to be effective.Conflicts:This is particularly important in companies, in which there are several motivators for employees, including salaries, HR policies and more. The motivational structure within the gamified system should not create a conflict in the mind of the user. Game vs. Job
26CHALLENGES & WHAT TO LISTEN FOR Lack of innovation in the workplaceIneffective collaboration across the enterpriseCustomer Engagement (technology partners, service consumers,Interest from leadership to increase productivity at workLack of Knowledge ManagementRetention IssuesInterest in Interactive Learning SystemsBoredom with existing social platforms
28Beyond Badges: The New Rules of Gamification Portion of online article:"For years, no one could see how they were doing—it was all opaque," says Paharia. But now, by letting employees compete against colleagues with points, each worker knows exactly where they stand. It's also a powerful motivational tool, showing employees that they're not working in a vacuum."It encourages the notion of teams, that an not only doing it as part of myself, but part of a group," he says. "It's all about focusing on internal."Source:COMPLETEBONUS ROUND
30Bunchball Badges / Leaderboards / Points / Quests / Works with Yammer, SharePoint, Jive, IBM Connections, Salesforce, Jive, SAP, JIRA, Box.net, ADP, NetSuite, Oracle PeopleSoft, SugarCRM, Taleo, WorkdayCreate and personalize challenges aligned with your business goalsUse progress bars, newsfeeds, levels and competition to inspire and engage your employeesUse real-time feedback to recognize incremental improvementOffer virtual and real rewards right in Service Cloud to incent agents to reach key productivity milestonesCreate missions and rewards that motivate employees to respond quickly to complaints or queries that flow from social networks like Facebook and TwitterBadges / Leaderboards / Points / Quests /Levels / Challenges / RewardsSource:COMPLETEBONUS ROUND
31Zurmo Badges / Leaderboards / Points / Quests / Challenges / Rewards Completely Open Source CRM – not a pure social platform, but focused on Customer Relationship ManagementCould be used to manage consultant relationships spanning multiple marketsExtensive documentation and Community SupportBuilt on Yii/Jquery – Runs on Windows or LinuxRestful APIGoogle Mapping / GeocodeProven to improve User AdoptionBadges / Leaderboards / Points / Quests /Challenges / RewardsCOMPLETEBONUS ROUND
32Work.com Badges / Leaderboards / Points / Quests / Work.com is a Software-As-A-Service (SaaS) solution that is the current Gamification platform of Salesforce.comIt is unclear if this system allows for customizability or notCurrently being piloted at GSA with the support of Booz Allen HamiltonSetup videos and documentation are provided by work.comBadges / Leaderboards / Points / Quests /Levels / Challenges / RewardsCOMPLETEBONUS ROUND
34Echo.itweb-based technology to promote desirable behavior and create better data-points for implementing corporate strategies and reach targets in organizationsIntegrates from SharePoint and cloud-hostedThe system includes several game mechanics; some quantitative, some qualitative. Management can also set a shared purpose and reward contributors on indivudal and department levels.Source: https://echo.it/benefits/benefitsforemployeesCOMPLETEBONUS ROUND