Downloaded 24 times
Uploaded byDr. Marigo Raftopoulos
Gamification in Human Resources, Vienna 2015
The document discusses gamification in the workplace, emphasizing its role in enhancing engagement and intrinsic motivation among employees. It critiques existing enterprise gamification practices and outlines research findings, including barriers, success factors, and the importance of strategic design. The author, Marigo Raftopoulos, highlights the need for careful audience mapping, the right technology, and effective project management to create meaningful gamified experiences.
More Related Content
Similar to Gamification in Human Resources, Vienna 2015
Gamification in Human Resources, Vienna 2015
- 1. Gamification and theHuman Condition Marigo Raftopoulos
- 2. Who am I? Reiss2000: 16 core desires marigo@strategicgameslab.com
- 3. We are bored, disengaged& uninspired Engaged Disengaged Enrolled 20% 40% 40% Towers Perrin 2011; Gallup 2013; CEO Institute 2013
- 4. People are bornwith intrinsic motivation, self respect, dignity, curiosity, and joy in learning. W. Edwards Deming Founder of TQM
- 5. Our prevailing systemof management has destroyed our people. W. Edwards Deming Founder of TQM
- 6. Think like agame designer.
- 7. Carl Jung Modern Psychology WhoAm I Joseph Campbell Hero’s Journey Follow Your Bliss marigo@strategicgameslab.com
- 8. This is whatgame designers know…
- 9. 7 examples, 7core desires marigo@strategicgameslab.com
- 10.
- 11.
- 12.
- 13.
- 14.
- 15.
- 16.
- 17. How do youcreate experiences that make people FEEL something?
- 18. Human “Resources” Human “Capital” Howdoes that make people “FEEL”?
- 19. The HR Challenge: Whatjourney are we creating? What experiences are we offering? How do we want our staff to feel?
- 20. Game thinking inHR In the future of work, you are experience designers You create possibility spaces Experiences that facilitate learning, performance, productivity & innovation marigo@strategicgameslab.com
- 21. Part 2: EnterpriseGamification Research Time to level up marigo@strategicgameslab.com
- 22. Gamification in theenterprise 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. Enterprise Gamification Technology Strategy Games & Simulations Mobile apps Gaming platforms Browser based Platforms Vendor Supplied Selfbuilt 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. That which createsvalue, also destroys value https://www.academia.edu/9882613/Towards_Gamification_Transparency_A_conceptual_framework_for_the_development_of_responsible_gamified_systems
- 25. Strategic Balance + DesignProcess + 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. Success “Careful mapping oftarget 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. Gamification Critical SuccessFactors 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. “Barriers were primarily withtechnology. 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. 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. A closer lookat 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. what would youdo 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. What would youdo 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. Find your bestpractice - Design • Strategic design process • Design skills literacy • Target audience profiling • Selective gameplay and mechanics • Prototyping options marigo@strategicgameslab.com
- 34. Find your bestpractice - Technology • The right platform • Vendor capability • Systems integration • Data integrity • Collaborative design process • Ongoing maintenance marigo@strategicgameslab.com
- 35. Find your bestpractice - Capability • Astute project management • Not a game • Cross-division teamwork (IT, HR, Finance, Marketing) • Metrics and measurement marigo@strategicgameslab.com
- 36. Technology + Gameplay+ Mechanics marigo@strategicgameslab.com
- 37.
- 38.
Editor's Notes
- #2 This presentation was made at the Gamification in HR Summit, Vienna, on 27 April 2015. Many thanks to my hosts Fleming Europe for the invitation to present my work. The presentation is made in two parts: The first is on the big picture of what makes a truly successful game, simulation or gamified application. The second part is on the findings of my independent research conducted as part of my PhD research on enterprise gamification. I have taken out the speaking notes in the presentation, so if you have any questions please contact me on marigo@strategicgameslab.com