Gamification in Human Resources, Vienna 2015

Gamification and the Human Condition

Marigo Raftopoulos

Who am I?

Reiss 2000: 16 core desires marigo@strategicgameslab.com

We are bored,

disengaged &

uninspired

Engaged

Disengaged

Enrolled

20%

40%

40%

Towers Perrin 2011; Gallup 2013; CEO Institute 2013

People are born with intrinsic motivation, self respect, dignity, curiosity, and joy in learning.

W. Edwards DemingFounder of TQM

Our prevailing system of management has destroyed our people.

W. Edwards DemingFounder of TQM

Think like a game designer.

Carl Jung

Modern PsychologyWho Am I

Joseph Campbell

Hero’s JourneyFollow Your Bliss

marigo@strategicgameslab.com

This is what game designers know…

7 examples, 7 core desiresmarigo@strategicgameslab.com

Power

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Independencemarigo@strategicgameslab.com

Honor

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Vitality

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Community

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Ownershipmarigo@strategicgameslab.com

Self confidencemarigo@strategicgameslab.com

How do you create

experiences that make

people FEEL something?

Human “Resources”

Human “Capital”

How does that make people

“FEEL”?

The HR Challenge:

What journey are we creating?

What experiences are we

offering?

How do we want our staff to

feel?

Game thinking in HR

In the future of work, you are experience designers

You create possibility spaces

Experiences that facilitate learning, performance,

productivity & innovationmarigo@strategicgameslab.com

Part 2: Enterprise Gamification Research

Time to level up

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Gamification in the enterprise

Literature review - Critique

- Design Methodology

Survey 304 global case studies - Taxonomy

In-depth survey 24 leading organisations – Enablers/Barriersmarigo@strategicgameslab.com

Doctoral researcher: Marigo Raftopoulos

Enterprise Gamification Technology

Strategy

Games & Simulation

s

Mobile apps

Gaming platforms

Browser based

Platforms

Vendor Supplied

Self built

Product/Service

Modifications

Minor modsMajor mods

Playful Experience

s

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

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

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

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

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

“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.”

Failuresmarigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

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

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

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

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

Find your best practice - Design

• Strategic design process

• Design skills literacy

• Target audience profiling

• Selective gameplay and mechanics

• Prototyping options

marigo@strategicgameslab.com

Find your best practice - Technology

• The right platform

• Vendor capability

• Systems integration

• Data integrity

• Collaborative design process

• Ongoing maintenance

marigo@strategicgameslab.com

Find your best practice - Capability

• Astute project management

• Not a game

• Cross-division teamwork (IT, HR, Finance, Marketing)

• Metrics and measurement

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Technology + Gameplay + Mechanics

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Meaning Learning

Engagement Purpose

Connection

Keep it realmarigo@strategicgameslab.com

Thank you!

marigo@strategicgameslab.com

@marigo