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Gamification in Human Resources, Vienna 2015

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I made this presentation at the recent Gamification in Human Resources Conference in Viennna April 2015

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Gamification in Human Resources, Vienna 2015

  1. 1. Gamification and the Human Condition Marigo Raftopoulos
  2. 2. Who am I? Reiss 2000: 16 core desires marigo@strategicgameslab.com
  3. 3. We are bored, disengaged & uninspired Engaged Disengaged Enrolled 20% 40% 40% Towers Perrin 2011; Gallup 2013; CEO Institute 2013
  4. 4. People are born with intrinsic motivation, self respect, dignity, curiosity, and joy in learning. W. Edwards Deming Founder of TQM
  5. 5. Our prevailing system of management has destroyed our people. W. Edwards Deming Founder of TQM
  6. 6. Think like a game designer.
  7. 7. Carl Jung Modern Psychology Who Am I Joseph Campbell Hero’s Journey Follow Your Bliss marigo@strategicgameslab.com
  8. 8. This is what game designers know…
  9. 9. 7 examples, 7 core desires marigo@strategicgameslab.com
  10. 10. Power marigo@strategicgameslab.com
  11. 11. Independence marigo@strategicgameslab.com
  12. 12. Honor marigo@strategicgameslab.com
  13. 13. Vitality marigo@strategicgameslab.com
  14. 14. Community marigo@strategicgameslab.com
  15. 15. Ownership marigo@strategicgameslab.com
  16. 16. Self confidence marigo@strategicgameslab.com
  17. 17. How do you create experiences that make people FEEL something?
  18. 18. Human “Resources” Human “Capital” How does that make people “FEEL”?
  19. 19. The HR Challenge: What journey are we creating? What experiences are we offering? How do we want our staff to feel?
  20. 20. Game thinking in HR In the future of work, you are experience designers You create possibility spaces Experiences that facilitate learning, performance, productivity & innovation marigo@strategicgameslab.com
  21. 21. Part 2: Enterprise Gamification Research Time to level up marigo@strategicgameslab.com
  22. 22. Gamification in the enterprise Literature review - Critique - Design Methodology Survey 304 global case studies - Taxonomy In-depth survey 24 leading organisations – Enablers/Barriers marigo@strategicgameslab.com Doctoral researcher: Marigo Raftopoulos
  23. 23. Enterprise Gamification Technology Strategy Games & Simulations Mobile apps Gaming platforms Browser based Platforms Vendor Supplied Self built Product/Servi ce Modifications Minor modsMajor mods Playful Experiences Low/no tech High tech Technology options are wide & impact design decisions differently n=304 + Secondary technologies: • Augmented reality • Virtual reality • Social media 25% 47% 24% 23% 20% 8% https://www.academia.edu/11951428/How_enterprises_play_Towards_a_taxonomy_for_enterprise_gamification
  24. 24. That which creates value, also destroys value https://www.academia.edu/9882613/Towards_Gamification_Transparency_A_conceptual_framework_for_the_development_of_responsible_gamified_systems
  25. 25. Strategic Balance + Design Process + Integrated Capability https://www.academia.edu/11951428/How_enterprises_play_Towards_a_taxonomy_for_enterprise_gamification https://www.academia.edu/9882613/Towards_Gamification_Transparency_A_conceptual_framework_for_the_development_of_responsible_gamified_systems
  26. 26. Success “Careful mapping of target audience, use of the right game elements, use of the right analytics.” “Analysis of the players.” “Designing non-manipulative game mechanics” marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  27. 27. Gamification Critical Success Factors Astute project management (24%) Design skills and design process (24%) Profiling of target audience (12%) Teamwork (IT, HR, Marketing, Finance) 12% The right technology (10%) marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  28. 28. “Barriers were primarily with technology. I do not believe vendor solutions are mature enough yet.” “Meaningless and arbitrary use of game mechanics.” “Sometimes I felt like I was playing the wrong game.” Failures marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  29. 29. Gamification Failures Wrong technology (38%) Poor project management (26%) Unsuitable game play and mechanics (16%) Poor design (12%) Inadequate measures (8%) marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  30. 30. A closer look at technology limits • Vendor capability • Platform restrictions • Data integrity issues • Limited reporting capabilities • Vendors do not know the target market • On time delivery • Scalability issues • Adoption of the platform marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  31. 31. what would you do differently? “I would have spent more time at the beginning looking at more game thinking elements and fewer game mechanics. I think I would have created a more engaging program.” marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  32. 32. What would you do it differently.. Strategic design process (26%) Selective game play and mechanics (22%) Appropriate technology and vendors (19%) Project management & metrics (14%) Prototyping options (11%) marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses
  33. 33. Find your best practice - Design • Strategic design process • Design skills literacy • Target audience profiling • Selective gameplay and mechanics • Prototyping options marigo@strategicgameslab.com
  34. 34. Find your best practice - Technology • The right platform • Vendor capability • Systems integration • Data integrity • Collaborative design process • Ongoing maintenance marigo@strategicgameslab.com
  35. 35. Find your best practice - Capability • Astute project management • Not a game • Cross-division teamwork (IT, HR, Finance, Marketing) • Metrics and measurement marigo@strategicgameslab.com
  36. 36. Technology + Gameplay + Mechanics marigo@strategicgameslab.com
  37. 37. Meaning Learning Engagement Purpose Connection Keep it real marigo@strategicgameslab.com
  38. 38. Thank you! marigo@strategicgameslab.com @marigo

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