Intranet Gamification 101
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This video will introduce you to basic concepts of gamification on your intranet, the ways to approach it, and various tactics to better support engagement as well as various intranet initiatives.
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Intranet Gamification 101
- 2. Intranet Gamification 101 Aadam Zaidi, Director of Client Services
- 3. Agenda • What is Gamification? • Bringing Gamification to your Organization • Success Stories – Deloitte, LiveOps, Marriott, T-Mobile, NextJump • Tying it together – The future of gamification – Key lessons • Q&A
- 7. World Leading Intranet Experts • 14 years of profitable history • Dozens of Fortune 500 Clients • World-Renowned Thought Leaders • 200+ intranet projects • Highly specialized First to study & formally define “social intranet”
- 8. PrescientDigital.com • Hundreds of articles • Dozens of white papers & reports • Dozens of case studies & videos • Access to multiple social media channels
- 9. Intranet Insight > PrescientDigital.com
- 11. Definition(s) “The process of adding game-like elements to a task (or non- game activity), so as to encourage participation.” - Merriam Webster “Gamification is the concept of applying game mechanics and game design techniques to engage and motivate people to achieve their goals.” - Gartner
- 12. Simplified “To apply rules and rewards to non-game activities, in order to incite specific behaviors.” Gamification Game Mechanics Game Dynamics
- 13. Game mechanics “The game elements/components (actions or control mechanisms) that are assigned to an activity.” Most common examples: • Points • Levels • Challenges • Leaderboard rankings • Badges/Accolades
- 14. Game dynamics “The emotional responses or incentives triggered by the game mechanics.” They satisfy intrinsic desires: • Motivation • Status • Achievement • Self-expression
- 15. Gaming is inherent in social media Mechanics: • Rating (Likes, Thumbs-Ups, Favorites, etc.) • Amassing a following • Retweets / Shares • Comments / Responses Dynamics: • Social Status • Self-expression
- 16. Gaming is more common than you think
- 17. Bringing Gamification to Your Organization
- 18. Gamification on your intranet
- 20. But where to begin? DO NOT: • Start with software • Focus on game mechanics Instead: • Look at the intranet as a whole • Identify gaps • Start with game dynamics
- 21. I) Develop a specific strategy Organizational Strategy Intranet Strategy Objectives Goals Functional Areas Processes Priorities
- 22. Developing your strategy Gamification Efforts What are your top organizational directives? How does your intranet’s vision, goals & objectives support those? What intranet tasks are involved in successfully supporting directives? KPIs
- 23. II) Identify desired values & behaviors • What values should employees feel / convey? • What aspects of the corporate culture are digital? • What behaviors are associates currently rewarded for? • What defines an exemplary employee? – Per department / function? – Per region? • What behaviors / activities are currently lacking on the intranet? – Engagement – Collaboration – Etc. Game Dynamics
- 24. III) Prioritize dynamics & assign mechanics 1. Marry game activities with most valuable intranet activities 2. Defining desired behavioral outcomes = game dynamics 3. Assess what game mechanics would be most effective 4. MEASURE
- 25. IV) Plan rewards appropriately • What perks do your audiences most enjoy? – Poll your audiences • Recognition, career development, office perks, etc. • Categorize and prioritize awards – Community (User generated) – Company (System generated) Community • Likes • Comments • Views • Kudos • Nominations Company • Points • Rankings • Levels • Badges • Accolades
- 26. Assigning employee rewards • Turn digital rewards into something real – Quarterly, semi-annually, annually – Prizes – Formal recognition – Vacation days • Make the juice worth the squeeze! • Don’t make it too easy to achieve high-value rewards • Don’t make rewarding employees too difficult
- 28. Deloitte
- 29. Training – Deloitte Leadership Academy 50,000+ Senior Executives: – Submit ideas – Course modules – Rankings – Badges – Rewards
- 30. Training – Deloitte Leadership Academy Within 3 months: 46% increase in daily site visits
- 31. Live Ops
- 33. LiveOps Results • 80% adoption rate in the very first week – Adopters outperformed non-users by 23% • An average +9% higher rate of customer satisfaction • Gamification reduced training an average four weeks - 14 hours – That's over three-and-a-half weeks of earned productivity
- 34. Marriott
- 35. Recruitment
- 36. T-Mobile
- 37. T-Community – Collaboration & Support
- 38. T-Community Results • Widespread employee collaboration resulting in – 96% increase in participation – 583% increase in contributions – 783% increase in responses • 31% improvement in customer satisfaction scores • 40% improvement in call deflection (reduced support costs) • Continuous month-over-month improvement scores Gamification data revealed new customer needs & staff strengths
- 39. NextJump
- 40. Motivation & Wellness - NextJump
- 41. Motivation & Wellness - NextJump The Problem: • More exercise = less sick days • Active employees are more productive • Offices had gyms on-site with low attendance – Low ROI; less than 5% used 2x/week – Top performing employees went least often, and vice-versa
- 42. NextJump Goal & Process Kept it Simple: “Get every NxJumper to work out 2x/week”
- 43. NextJump – Process 1) On-site gyms – Accessibility: open 24 hours, all were right in the office 2) Team competitions + Leaderboards – Began with prizes ($), but didn’t sustain activity – Peer motivation – Stronger helped low performers in each team – Leaderboards tracked progress daily
- 44. NextJump – Process 3) Recognition programs – At first the 100% ceiling wasn’t enough, pep talks didn’t work – Recognition awards: Inspired new norms, celebrated publically 4) Use Data – Losing teams would blame inequality & give up – Began collecting individual data and balancing teams
- 45. NextJump – Process 5) Focus on Top People – Keep raising the bar – Invest more in continuous improvement • Top personal training • Perk given first to top performers • Scheduling appts = routine behavior
- 47. Tying it all together
- 48. From the top I. Develop your intranet strategy II. Identify desired values, behaviors (game dynamics) – Strategy + Game dynamics = Goals III. Prioritize game dynamics and related activities – Assign game mechanics per applicable activity – Measure activities & set objectives – Objectives should be tied to strategic goals IV. Plan and appropriate rewards accordingly – Drives continuous participation and evolution
- 49. The future of gamification “Organizations who deploy gamification improve engagement by 48% and turnover by 36%” Aberdeen Group “80% of gamification applications will fail if not designed correctly” Gartner “35 is the average age of a gamer.” “61% of senior executives say they take daily game breaks at work.” “Reality is Broken”
- 50. 50 Key lessons Closely integrate digital activities (intranet) with organization Begin with game dynamics in mind Plan & prioritize behaviors and associated rewards Identify the most effective game mechanics Turn your digital activities into something real Measure, improve, measure
Editor's Notes
- Not about playing games at work “Getting games to work for you”
- IBM Connections Can be Social/Collaborative Can be rewards/engagement Can be for training Can be for CRM … and 100 more
- Intranet strategy should be directly tied to the organization Intranet strategy should be aligned with functional areas / departments The intranet should have specific goals and objectives The intranet’s goals and objectives should be aligned with functional processes and priorities All aspects should be measured in context of organizational performance. Here is where you can identify the gaps or tasks that need enhancements. THAT is where you can use gamification.
- This not only provides recognition for your employees, but further validates the legitimacy of the intranet’s incentives. In essence, creating tangible benefits tells your workforce “those activities on the intranet are valuable to the company, and deserve to be recognized”. In the initial phases of your social intranet launch this often converts the company’s nay-sayers, and proves to everyone that the intranet is indeed a valued asset. In turn, this helps to drive adoption and expand the network of activities on your intranet.
- A digital training program for 50,000+ senior executives in companies around the world, has inserted gaming elements into its online leadership development portal. Trainees get a feeling of accomplishment when they participate, submit comments and ideas, and complete course modules in the program because of the badges, leaderboard rankings, and rewards they receive. Their progress can then be shared on social media for further encouragement and praise. Within the first 3 months of deploying the gamified program, Deloitte witnessed a 46% increase in the number of trainees returning to the site daily.
- A trusted partner for companies wanting to outsource their contact center activities to the cloud to provide better service and flexibility. The company's community of more than 20,000 independent call center agents are distributed all over the country, working independently, from home. This virtual distribution bodes well for overhead and scalability, but presents some challenges when it comes to process training and performance standardization.
- Through the "My Work Community" portal, built on Bunchball's Nitro platform, Live Ops was able to train, incentivize, and grow its workforce with remarkable effectiveness. This community featured missions for people to complete around skills and how much time it takes to complete a call, as well as training and customer satisfaction. All this works with incentives, and the incentives are simple: People with more points get more jobs, and therefore make more money. Introduction of the platform was met with an 80% adoption rate in the very first week. And these adopters were found to have outperformed non-users by 23%, with an average +9% higher rate of customer satisfaction. Further measurement proved that gamification reduced training from an average of four weeks, to 14 hours. That's over three-and-a-half weeks of earned productivity.
- Attracting New Talent- Marriott created a hotel management simulation game called My Marriott Hotel in which players are appointed hotel kitchen manager and have to handle all the responsibilities and challenges that go along with the position. From ordering the right ingredients, to purchasing equipment, to hiring your own kitchen staff, the game exposes users to the hotel business and leaves an appealing impression on them as they earn points and rewards for successful gameplay. A “Do it For Real” button takes users to a Marriott job board where they can apply for real employment opportunities. Alexandra Berzon of The Wall Street Journal explains that through this game, Marriott is looking to attract the millennial generation to the hospitality industry, especially in developing countries as the company expands and needs to hire capable new employees quickly. Not only is it fun, but an accurate depiction of what it is like to manage in the hospitality industry at Marriott.
- Engage more than 30,000 frontline representatives so they can effectively respond to customers’ queries, even as the devices they sell and support grow more complex. In 2011, T-Mobile created T-Community, a social platform built on Jive Software where employees fielding questions from subscribers collaborate with peers and search for knowledge-based articles to quickly find answers. This puts the answers to virtually every technology question a customer might ask at the fingertips of their in-store personnel and call center agents. As with all collaborative communities, effectiveness is reliant upon collective participation. Thus, in 2013, T-Mobile implemented a gamification environment from Bunchball to motivate employees to adopt the new platform as part of the initiative to continuously improve service. In the new, gamified community, T-Community members earn points and badges for searching the knowledgebase for answers, posting or answering questions, and rating answers as helpful (“likes”). A leaderboard also allows each member to compare their progress with that of their peers.
- T-Mobile could identify where many customers were having problems with a specific device or service feature — information that could help anticipate support questions and even provide feedback to manufacturers and developers to improve their products. By tracking activities such as the frequency of highly-rated answers, T-Mobile can also identify future stars within their customer service and support organization.
- Motivation and Productivity- 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.
- Motivation and Productivity- 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.
- 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. This only led to 12% employee participation, however. Then it established cross-office, talent-balanced teams and a live leaderboard application, FitRank, to stimulate and track competition, as well as “WOWPoints” ─ virtual currency to incent the behavior. Now 80% of the workforce exercises there 2+ times per week.
- - all working towards 100% goal (everyone achieves)
- Engineer – built: FitRank
- Top performers went the least Always had more work to do Exercise fell off priority list
- http://www.business2community.com/business-innovation/gamification-latest-employee-engagement-technique-01123190 http://hrcloud.com/5-aspects-of-games-to-leverage-for-increased-millennial-engagement-retention/
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