Transforming Time Management Learning with Gamification - HRMATT

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The document discusses using gamification to improve time management training. It describes how games can be used to give learners practice in precise time management behaviors. Specific examples are provided, such as video-taped feedback exercises and time management "belt level" games. The document advocates throwing learners into games as quickly as possible to start practicing failures and receiving feedback. The goal of gamification is to transform training into an engaging and irresistible experience for learners.

Business Technology

Transforming Time
Management Learning with
Gamification
Francis Wade
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Conference Center
May 13, 2012

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Imagine

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Nothing sticks
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Engrossing

Something
is obviously
working
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LatestResearch:WhatCausesResults?
Pre Class____% In Class_____% After Class______%
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In Competition
Vs.
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A “techie-type” ?
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Is gamification the answer?
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Your Goal:
To engage learners
Make them want more
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1. Avoiding “bad” games
2. Using class time as practice time
3. Crafting games using solid design principles
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1. Avoiding “bad” games
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Fun for its own sake
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1.7
billion

Engagement for its own sake
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Recall for its own sake
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1. Avoiding “bad” games
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Good game / bad game quiz
Which of these games are good or bad?
Dominoes / Cards
Monopoly
Cricket
Role Playing
Facebook
Slots
Microsoft Flight Simulator
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2. Using Class Time as Practice Time
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“Getting the information”
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NewHabits-NewGoals31
CurrentResearch:Information
Between 1950 and 2000 human knowledge doubled
Scientific information doubles every 5 years
The Sunday New York Times contains the same amount
of information as someone living in 1750 saw in a
lifetime
Internet traffic doubles every 100 days
In 2008, people consumed 3 times as much
information as they did in 1960
You process more information in a day than your
grandparents did in a month

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Class – for the kind of learning that’s
impossible elsewhere
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Examples?
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Old Time Management Training
“Follow a detailed
prescription”
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A class for learning how to upgrade
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Time Management Training
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Information
describing a
prescription
Practice
upgrade skills
Practice habit
changing skills

Observable,coachable, learnablebehaviours
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Quiz–whichbehavioursareobservable?
Combing your hair
Arguing with your employee
Considering your next move
Describing a problem
Solving an issue
Mediating a dispute
Assigning an action item
Clean your office / room
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3. Crafting games using the principles
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Video-taped feedback
1. While being observed by a group ready to give
feedback, attempt to resolve a difficult issue
with an actor while being video-taped.
2. During the feedback, replay the tape and use
the advice to try different suggestions.
3. Come to consensus as a group on the observed
techniques that work best.
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NewHabits - Improvement Game
1. Figure out your current belt-level in time
management using a world-class diagnosis.
2. Determine the gaps and your new target belt.
3. Change your habits and earn a new belt.
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2Merge Airlines
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Bob’s Capturing
Practice in “Capturing” one of the time
management fundamentals
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Short-Term Game – Brenda
Practice in “Emptying” and “Scheduling” – 2
time management fundamentals
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Tools Required
US$100 program, pictures $20, hosting $5, 1 week
of full time effort
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Gamification Principles
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Summary – Precision
Games can be used to give learners practice in
precise behaviours
With immediate feedback, training can be
transformed into an engaging experience
Throw learners into games as quickly as possible
and use their failures as a starting point
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Givingthelearneranirresistibleexperience
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Play the games online
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Minnie Mouse minnie@disney.com
John Smith-Ramlogan john@tstt.net
Add your
contact
information
to my list

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Transforming Time Management Learning with Gamification

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KEITH WHITTINGHAM is a Professor at the Crummer Graduate School of Business at Rollins College in Winter Park, Florida, USA, where he teaches courses in Social Entrepreneurship, Global Sustainability and Quantitative Analysis. He also serves as Visiting Faculty in the Sustainability Seminar at INCAE, in Alajuela, Costa Rica. Over the past decade, Keith has taken several groups of MBA students to Latin America and the Caribbean to work with local businesses on Rollins Global Consulting Projects. Keith’s research focus is on micro- to medium-sized enterprises, primarily in Latin America and the Caribbean. Raised in Trinidad and Tobago, Keith acquired an early interest in global sustainable development. His studies in engineering (BSEE Howard University, Ph.D. Cornell University) led to interests in renewable energy and developed skills in innovation and problem solving. However, it is during the last decade of teaching MBA students that he has become a strong proponent of enterprise and entrepreneurship as powerful vehicles in addressing global social concerns. Additionally, over the past decade, his acclaimed Leadership/Organizational Development workshop series, “Aligning People and Passions” has impacted and ignited hundreds of participants across the United States, at companies like Walt Disney World and Darden Restaurants. PRESENTATION SUMMARY – Positioning HR for Organizational Leadership in Corporate Social Responsibility Corporate Social Responsibility (CSR) has achieved a prominent place among strategic imperatives in the world of business. CEOs and other corporate leaders have come to recognize a broader sense of obligation; not just to financial shareholders, but to a diverse array of stakeholders. Across organizations, however, the focal point of CSR activities has not been consistently located. In some organizations, this role is housed in an independent department, while in others the function resides within Marketing, PR or even Finance. With its dual functions of internal support and external face, the HR department has great potential to interface with many important organizational stakeholders. However, many HR professionals are yet to fully understand CSR and the role they can play in this area of growing visibility and importance. This presentation aims to build HR intelligence in the CSR arena. We will explore how the various HR functions can serve the CSR mission of the organization, while CSR, in turn, can further the recruitment and retention efforts of HR.

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This document summarizes a presentation about managing workplace conflict. The presentation discusses what workplace conflicts are, potential causes of conflicts including misunderstandings and personality clashes. It also provides strategies for addressing conflicts such as obtaining agreement from parties to resolve it, arranging meetings, and brainstorming solutions. The supervisor's role in conflict resolution is to address real issues, listen well, and avoid negative statements. Overall, the presentation provides guidance for identifying, preventing, and resolving workplace conflicts.

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Alfred B Phillips presented at HRMATT's 9th Biennial Conference to debunk common safety myths and increase companies' bottom lines. He discussed that safety is more than just manuals, accidents can be prevented, and the safety department is not solely responsible for safety. Phillips also defined safety terms, outlined applicable safety laws and standards, and the strategic approach of plan-do-check-act. Additionally, he explained developing a proactive safety culture, modes of accident control, investigating all incidents, management's responsibility for safety, and HR's role in qualifying safety professionals and building accountability.

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The document discusses how HR, IT, and cloud computing will impact productivity and lifestyle management in the coming decade. It notes that technological transformation is continuous and being driven by major tech companies. The cloud provides an integrated platform and transforms the datacenter, providing a new platform for skills and experience. It discusses how the 21st century worker and firm will change, and how technology is accelerating and impacting various industries and business segments. The document encourages starting simple steps like surveying employees and using voice recognition software, and defining a cloud strategy to prepare for these changes.

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The document discusses HR certification and the benefits it provides. It outlines the various certification options from the Human Resource Certification Institute (HRCI) including the Professional in Human Resources (PHR), Senior Professional in Human Resources (SPHR), and Global Professional in Human Resources (GPHR). The eligibility requirements, exam focus areas, and registration process for each certification are described. Obtaining HR certification demonstrates knowledge of HR principles, increases marketability, and raises professional confidence. Certification involves adhering to ethical standards and ongoing professional development through recertification.

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Richard Dick presented on developing leadership at an HR conference. He outlined a multi-step approach including assessing current leadership competencies, providing learning and development content, implementing a process with coaching and practice, evaluating results, and ensuring organizational support. The process requires executive buy-in, is long-term in nature, and can help organizations address the need for leadership to effectively execute strategy.

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The document discusses employee engagement and its importance for organizational success. It defines engagement as ensuring employees are committed to organizational goals, motivated to contribute, and enhance their own well-being. Traditional command-and-control approaches are contradicted by modern workforces that desire autonomy, mastery, purpose, and flexibility. The future of work requires organizational design focused on empowerment, self-management, and collaboration rather than hierarchy. Leaders must focus on building employee status, certainty, autonomy, relatedness and fairness to drive engagement.

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This document summarizes key employment and labour legislation in Trinidad and Tobago. It discusses contracts of employment and service, types of employment contracts, recourse for employees, characteristics that distinguish employees from independent contractors, the Industrial Relations Act, the Truck Ordinance, foreign labour contracts, trade disputes, retrenchment and severance benefits, minimum wages, national insurance amendments, the Maternity Protection Act, the Equal Opportunity Act, and the proposed Occupational Safety and Health Bill. The presentation provides an overview of the legislation and highlights important impacts, definitions, rights, and changes contained within them.

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The document discusses the importance of understanding employee attitudes and thinking. It summarizes the key points made in the presentation as follows: 1. The presenter argues that organizations should understand what their employees are thinking because it impacts job performance, productivity, business outcomes like customer satisfaction and loyalty, and overall performance. 2. The document then shares results from a regional employee survey that found over half of employees in the Caribbean are satisfied, while 22% are dissatisfied. It also outlines some key survey findings about leadership, communication and more. 3. Finally, the presenter provides recommendations for what organizations should do based on the employee feedback, including improving communication, leadership, feedback mechanisms, and linking attitudes to outcomes.

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Transforming Time Management Learning with Gamification - HRMATT

1. Transforming Time Management Learning with Gamification Francis Wade HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 13, 2012

2. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2 Imagine

3. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 3

4. Nothing sticks HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 4

5. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 5

6. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 6 Engrossing

7. Something is obviously working HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7

8. LatestResearch:WhatCausesResults? Pre Class____% In Class_____% After Class______% HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 8

9. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 9

10. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 10

11. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 11

12. In Competition Vs. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 12

13. A “techie-type” ? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 13

14. Is gamification the answer? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14

15. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 15

16. Your Goal: To engage learners Make them want more HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 16

17. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 17

18. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 18

19. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 19

20. 1. Avoiding “bad” games 2. Using class time as practice time 3. Crafting games using solid design principles HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 20

21. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21

22. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22

23. 1. Avoiding “bad” games HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23

24. Fun for its own sake HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24 1.7 billion

25. Engagement for its own sake HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 25

26. Recall for its own sake HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26

27. 1. Avoiding “bad” games HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27

28. Good game / bad game quiz Which of these games are good or bad? Dominoes / Cards Monopoly Cricket Role Playing Facebook Slots Microsoft Flight Simulator HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28

29. 2. Using Class Time as Practice Time HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 29

30. “Getting the information” HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 30

31. NewHabits-NewGoals31 CurrentResearch:Information Between 1950 and 2000 human knowledge doubled Scientific information doubles every 5 years The Sunday New York Times contains the same amount of information as someone living in 1750 saw in a lifetime Internet traffic doubles every 100 days In 2008, people consumed 3 times as much information as they did in 1960 You process more information in a day than your grandparents did in a month

32. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32

33. Class – for the kind of learning that’s impossible elsewhere HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33

34. Examples? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 34

35. Old Time Management Training “Follow a detailed prescription” HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 35

36. A class for learning how to upgrade HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 36

37. Time Management Training HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 37 Information describing a prescription Practice upgrade skills Practice habit changing skills

38. Observable,coachable, learnablebehaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 38

39. Quiz–whichbehavioursareobservable? Combing your hair Arguing with your employee Considering your next move Describing a problem Solving an issue Mediating a dispute Assigning an action item Clean your office / room HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39

40. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 40

41. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 41

42. 3. Crafting games using the principles HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 42

43. Video-taped feedback 1. While being observed by a group ready to give feedback, attempt to resolve a difficult issue with an actor while being video-taped. 2. During the feedback, replay the tape and use the advice to try different suggestions. 3. Come to consensus as a group on the observed techniques that work best. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 43

44. NewHabits - Improvement Game 1. Figure out your current belt-level in time management using a world-class diagnosis. 2. Determine the gaps and your new target belt. 3. Change your habits and earn a new belt. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 44

45. 2Merge Airlines HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 45

46. Bob’s Capturing Practice in “Capturing” one of the time management fundamentals HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 46

47. Short-Term Game – Brenda Practice in “Emptying” and “Scheduling” – 2 time management fundamentals HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 47

48. Tools Required US$100 program, pictures $20, hosting $5, 1 week of full time effort HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 48

49. Gamification Principles HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 49

50. Summary – Precision Games can be used to give learners practice in precise behaviours With immediate feedback, training can be transformed into an engaging experience Throw learners into games as quickly as possible and use their failures as a starting point HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 50

51. Givingthelearneranirresistibleexperience HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 51

52. Play the games online HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 52 Minnie Mouse minnie@disney.com John Smith-Ramlogan john@tstt.net Add your contact information to my list

Editor's Notes

Title: ……Transforming Time Management Learning with Gamification Date and Time: …………To be decided/assigned……………………………………... Abstract: (200 words) Time management training has traditionally been avoided by most professionals: it’s consisted of an expert doling out long lists of the “perfect” behaviours to follow. Furthermore, those who do attend are known to fail after only a few days, reverting to old behaviours, and familiar results. Time Management 2.0 calls for replacing the old one-size-fits-all model entirely; instead, the goal is to teach learners how to effect an upgrade to their time management system on their own, whenever the need arises. The best way to impart these skills is not to teach theory, but to coach learners through their first conscious upgrade during the class using new tools. In this context, immersing learners in a number of in-class training games is an effective way to engage them immediately, while opening them up to new advice. Attendees to this session will learn: - how to analyze learner needs so that nothing is ignored - how to translate needs into games that make a substantial difference - how to learn to use technology to create games At the end, this session will help you go back to the office and design your own learner-centred games.
Imagine if your training were so compelling that you’d have to tear your learners away from it, chase them home, and they’d abandon the best video game they ever played to be a part of it?
Lists of stuff they should be doing
Excitement around gaming
Trying to engage them deeply
No a techie-type but open

Transforming Time Management Learning with Gamification - HRMATT

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Editor's Notes