3. FOOD FOR THOUGHT
• 40% of global organizations will use
gamification by next year
• 80% of gamification efforts will fail to meet
business objectives
• Failure results primarily from poor design
Source: http://www.gartner.com/newsroom/id/2251015
4. USE ONLY WHAT YOU NEED
• Don’t have to turn work into a game
• Incorporate elements that fit your needs
• Focus on desired staff outcomes and relevant
KPI’s
6. EPIC MEANING
• Core driver is being part of something bigger
• Compels harder work and more devotion
• Higher ED is good fit
• Challenge is connecting work with meaning
7. DEVELOPMENT &
ACCOMPLISHMENT
• Progress, skills, and challenges drive
engagement
• Challenge and recognition go together
• Challenge(s) need to be incremental
• Challenges can take many shapes (timing)
8. OWNERSHIP & POSSESSION
• Ownership is a powerful motivator
• Natural desire to improve things you own
• Customization reinforces ownership
• Encourage ownership, empower the employee
9. SOCIAL INFLUENCE &
RELATEDNESS
• Includes mentorship, acceptance,
competition, and even envy
• Have to relate to compete
• Example: Leaderboards
• Competition doesn’t have to necessarily exist
within staff (common enemy)
11. TRAINING
• Problems:
• Perpetual turnover and new staff
• Inconsistent training methods
• Ingrained bad habits can develop
• Poor retention
• Solution:
• Gamified training
12. STAFF ASSESSMENT
• Problem:
• Annual assessment not true picture
• Doesn’t meet expectations of current
generation
• Solution:
• Identify KPI’s
• Incorporate continuous improvement
• Link to encouragement
13. RECRUITMENT
• Problem:
• High staff turnover
• Finding skilled workers takes time and
resources
• Solution:
• Incorporate recruitment to Gamified
structure
• Current employees are great resource
14. PANEL DISCUSSION
Janae Phillips
Coordinator, Communications
Office of Admissions
Jennifer Ludwig
Assistant Director of Academic Success and Achievement
Student Transitions/Retention
15. QUESTIONS?
Chris Elsner
Program Coordinator, Scholarship Universe
Office of Scholarships and Financial Aid
Student Employee Development & Appreciation
Committee
celsner@email.arizona.edu
Editor's Notes
We aren’t advocating changing your entire employee experience into a game … just implementing a few gaming concepts.
As you get started, consider the outcome you are seeking and what key performance indicators (KPI’s) relate to that outcome
Core Driver when the player believes they are participating in something larger than themselves.
Compelled to work harder and devote more time.
Higher Education’s general goal is to help students – so the greater meaning is already there
Student Affairs has many units that lend themselves to this element of gaming.
Real challenge is connecting the work students are doing with that greater good.
The internal drive of making progress, developing skills, and overcoming challenges is powerful motivator.
“Challenge” is important because it makes all points, badges, and other forms of recognition meaningful.
Challenge goes with recognition and is reciprocal
Challenges need to be implemented incrementally – to much challenge too soon is discouraging. Easy to achieve tasks build confidence over time, allowing individual to take on more difficult tasks
Organizations can structure challenges around peak times that reward student employees for going the extra mile.
The drives where players feel motivated because they own something.
Players want to spend more time making what they own better and acquiring even more.
i.e. Sims, Farmville
Also, customization comes into play with this drive. The more a player can customize their experience, the more ownership they feel.
If we can create more ownership in student roles we get more out of the student employee experience.
This drive includes all the social elements that motivate people such as mentorship, acceptance, competition, and even envy.
But you must be able to relate to people in order to want to keep up with them.
Keeping up with the Jones is a good example – you want to compete with the people you know, it’s not really a concern to compete with people you don’t know.
This drive is where you see tools such as leaderboards come into play.
Competition doesn’t necessarily need to occur within staff. You can use a nebulous other, or something intangible to compete against.
Teams may compete together against the clock, a quota, or another time
This reinforces the bonds of the team while still taking advantage of human’s competitive nature
