Gamification in employee engagement - 10 compelling case studies - Manu Melwin Joy

10 Compelling Case Studies
Gamification in Employee Engagement

Prepared By
Manu Melwin Joy
Assistant Professor
SCMS School of Technology and Management
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.

10 Compelling Case Studies
1. Plant Ville
2. Omnicare
3. Target stores
4. The Wikipedia Adventure
5. Blue Wolf
6. DWP Case Study
7. Kudos Badges
8. Loyalty One Case Study
9. Next Jump Case Study
10. Siemens Success story

PLANTVILLE
Gamification in Engagement

SIEMENS
• Plantville is an innovative,
educational and fun way for
Siemens to engage
customers, employees,
prospects, students and the
general public while driving
awareness of Siemens
technologies and brand.

SIEMENS
• The game enables players
to improve the health of
their plants by learning
about and applying
industrial and infrastructure
products and solutions
from Siemens.

SIEMENS
• Gamers will be measured
on a number of Key
Performance Indicators
(KPIs), including safety, on
time delivery, quality,
energy management and
employee satisfaction.

SIEMENS
• Throughout the game,
players will be able to
interact with Pete the Plant
Manager, whose plant has
just won the "Plant of the
Year" award.

SIEMENS
• Pete shares his best
practices throughout the
game to help players
achieve outstanding results
in plant performance.

SIEMENS
• He will use webisodes, the
Plantville Cafe, Puzzlers, and
Facebook, LinkedIn and
Twitter accounts to dialogue
with gamers, provide hints to
playing the game, and host a
leader board for contestants.

SIEMENS
• In Plantville, players can
select which of the three
virtual plants they would
like to manage first: – a
bottling plant, a vitamin
plant or a plant that builds
trains.

SIEMENS
• At the start of the game, each
type of plant is faced with
different challenges. The
players must identify the
challenges facing their plant
and implement solutions to
improve the plant's KPIs.

SIEMENS
• Gamers will compete with
one another on a number of
levels, including plant-to-
plant and on specific KPIs.
Pete's leader board will keep
track of which players are
performing the best on each
of the levels.

OMNICARE

OMNICARE
• Omnicare is a more IT-
centric organization that
produces pharmacy
management software --a
kind of outsourced
helpdesk for pharmacies.

OMNICARE
• Omnicare was
experiencing long wait
times at its helpdesk.

OMNICARE
• The employees were
experienced and
knowledgeable about the
service. The company
wanted to gamify a
solution to improve
efficiency.

OMNICARE
• It started by adding a
leaderboard and showing
the reps the board. They
also issued cash rewards to
employees with the fastest
times on the floor.

OMNICARE
• However, the results weren't
what management
expected. Immediately wait
times increased and
employee turnover spiked;
people were quitting their
jobs and customer
satisfaction plummeted.

OMNICARE
• The difference here
versus the Target
example is that the
client didn't think about
what was motivating the
reps.

OMNICARE
• These helpdesk employees
were high tech and,
according to Zichermann,
felt like they already had a
sense of control over their
own life.

OMNICARE
• When Omnicare
introduced a scoring
system as it did, these
employees felt like Big
Brother was watching
them.

OMNICARE
• "To a Target cashier, it's
positive feedback to a
high-end helpdesk rep,
it's Big Brother," says
Zichermann.

OMNICARE
• So Omnicare iterated and
changed the design of the
system. Now instead of
being all about time and
motion, they set up a
series of achievements
that reps could reach.

OMNICARE
• The reps are given a
challenge at the beginning
of every shift. For example,
a helpdesk support analyst
might receive a note like
this at the beginning of
their shift.

OMNICARE
• "Today find three
customers who have a
specific problem with
billing and help them
with billing."

OMNICARE
• As they progress through
these series of challenges,
they are given short-term
rewards that are
achievement and
recognition oriented (non-
cash incentives).

OMNICARE
• "Time in their waiting
queue was halved,
customer satisfaction
went back up and
employee turnover was
down.

OMNICARE
• It's a very different design,
but with the same core
premise and with wildly
different results," says
Zichermann. The bottom-
line is that there is no one-
size-fits-all answer.

The Wikipedia Adventure

• Wikipedia is the world’s most
popular online encyclopedia
and one of the most visited
sites on the web, but for
users, it also is known for
being complicated and
intimidating.

• As a result, the number of
volunteer editors has
dropped since 2007,
prompting the company to
develop “The Wikipedia
Adventure”.

• It is a seven-mission,
gamified interactive
onboarding tutorial to
teach people how to edit
Wikipedia in just a few
hours.

• The program takes the
user through a simulated
quest to edit an article,
meeting challenges
along the way.

• They can earn badges and
barnstars for personal
accomplishments such as
bringing a piece of content up
to a higher standard and
diligent copyediting. Users
can then display their badges
publicly.

• According to Jake Orlowitz,
administrator and editor at
Wikipedia, 89% of the
participants who complete the
game feel more confident as
editors, 77% want to edit more,
and they make 290% more edits
than non-participants.

Bluewolf Success Story
Gamification in HR

Bluewolf
• Bluewolf has employed
gamification as a method of
increasing employee
adoption and engagement,
and they developed our
own gamification program,
called PRIME, to drive user
behavior internally.

Bluewolf
• They awarded points for large
wins, like closing a deal or
speaking at a conference, and
smaller victories, like writing
a blog post (10 points!) or
sharing Bluewolf messaging
on social media.

Bluewolf
• By gamifying the process of
giving feedback, employees
are more likely to give formal
feedback to another user
inside of our HR platform
instead of just sharing it more
casually.

Bluewolf
• Bluewolf has always been eager
to give a big thank you to those
who step in and help deliver
amazing customer moments.
Now with PRIME, they are
encouraged to deliver that same
recognition via badges in Chatter.

Bluewolf
• From the everyday tasks, like adding
contact roles to an opportunity, to the
more involved, like sharing an amazing
customer story on our monthly
company-wide All Hands Call, employees
are always looking for ways to go above
and beyond in my day-to-day tasks,
driven by the thrill of a job well done —
and more points.

Target Stores Case Study

• One of the most
classic examples of
gamification is
Target's approach.

• Being a cashier can
be a disconnected
job--the only time
you may get feedback
is when your drawer
count is off.

• But what Target has done
is engage employees by
encouraging them to get
in the flow when checking
out customers by making
it more game-like.

• Target stores have
implemented a little
game cashiers play
when checking people
out.

• It shows the cashier in
red and green based on
whether the item that
was just scanned was
done so in the optimum
time.

• Then they see their
immediate score on
screen and know how
"in-time" they are
with the ideal time.

• This, according to
Zichermann, illustrates a
great point--that
gamification isn't about
turning everything into a
game.

• It's about using the best
ideas from games, like
loyalty programs and
behavioral economics, to
drive the behavior that
businesses are looking for
in their employees.

• "The bias that people
have to win something is
how achievement-
oriented people tend to
view the world," says
Zichermann.

• People who are achievement-
oriented want some sort of pay-
off or prize, but people who
aren't as achievement- or
winning-oriented--which
according to Zichermann, is the
majority of people--are
rewarded through a feeling that
they control their own destiny.

• Before, as a cashier, you
didn't know how you were
doing. You just checked
people out and if you did
something wrong, your
boss would come and yell
at you.

• "The idea here is to bring
the feedback as close to the
action as possible and make
the feedback as
constructive and positive as
possible," says Zichermann.

DWP Case Study

DWP Case Study
• The United Kingdom’s
Department of Work
and Pensions created
an application called
Idea Street.

DWP Case Study
• The purpose was to
increase employee
collaboration and
facilitate the sharing
of new project ideas.

DWP Case Study
• The satisfaction of
contributing ideas, getting
quick feedback, receiving
badges, and moving up on
the leaderboard has
motivated the department’s
employees to use the
application.

DWP Case Study
• Within the first 18
months, about 4,000
employees generated
1,400 new candidate
projects on Idea Street.

DWP Case Study
• From this, 63
projects have been
implemented by the
Department.

Kudos Badges

Kudos Badges
• Kudos Badges are used by
the IBM Connections service.
As users gain likes of files
and information they share,
or as they approve and share
links to other files, they can
earn these badges.

Kudos Badges
• They are displayed with files,
and other stats users have,
and is a good competitive
but non-dramatic way to
promote heavy, diverse use
of the system for exterior
means and exterior ends.

Kudos Badges
• Kudos don’t incentivize
heavily, but they do seem
to work, which high Kudos
being a coveted stat on the
site.

Kudos Badges
• Connections continues as
another example, where it
implements a gamification
package. This is a new
concept, gamification
examples packages, and
Buncbhall’s Nitro is the one of
choice for Connections.

Kudos Badges
• It’s a mission-oriented
system where a user is
assigned missions, which
are simple and common
tasks that can be performed
in Connections itself.

Kudos Badges
• As missions are completed,
levels are earned, and the
standing of a user as an
expert in the community
will be higher.

Kudos Badges
• This earns them higher
regard and higher respect
from others, and gives
them a strong and
empowered identity within
the service.

LIVE OPS CASE STUDY

LIVE OPS CASE STUDY
• Live Ops, a call center
outsourcing firm with more
than 20,000 independent
agents from across the
nation who work from
home.

LIVE OPS CASE STUDY
• It wanted to gamify its
employees’ activities in
order to engage them in
their work and decrease
their turnover rate.

LIVE OPS CASE STUDY
• Andre Bourque of Social
Media Today describes how
the employees interact with
their new gamified system.

LIVE OPS CASE STUDY
• Employees earned points
based on their speed in
completing customer
service calls, the number of
calls they take, and the level
of customer satisfaction
they receive.

LIVE OPS CASE STUDY
• The new program
experienced an 80%
adoption rate in the
first week!

LIVE OPS CASE STUDY
• Adopters outperformed
non-users by 23% in their
call metrics and their
length of employment
doubled the company’s
previous average.

Next Jump Case Study

• NextJump, a provider of
loyalty and rewards
programs, wanted its
employees to be more
active in order to improve
their health and to lower
healthcare premium costs.

• So NextJump opened
a free office gym, but
only 5% of its
workforce was using it
on a regular basis.

• It then set up a contest
where the top 4-5 gym-
using employees had a
chance to split a
$20,000 prize.

• Then it established cross-
office, talent-balanced
teams and a live
leaderboard
application, FitRank, to
stimulate and track
competition.

• Also, it introduced
“WOWPoints” ─
virtual currency to
incent the behavior.

• This only led to
12% employee
participation.

• Now 80% of the
workforce exercises
there 2+ times per
week.

SIEMENS SUCCESSTORY
Gamification in Engagement

Gamification in employee engagement - 10 compelling case studies - Manu Melwin Joy

Gamification in employee engagement - 10 compelling case studies - Manu Melwin Joy

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