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The Talent Game Gamification in HR
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Gamification in hr the talent game - Manu Melwin Joy

Apr 13, 2017

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Page 1: Gamification in hr   the talent game - Manu Melwin Joy

The Talent GameGamification in HR

Page 2: Gamification in hr   the talent game - Manu Melwin Joy

Prepared By Manu Melwin Joy

Assistant ProfessorSCMS School of Technology and Management

Kerala, India.Phone – 9744551114

Mail – [email protected]

Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations.

Page 3: Gamification in hr   the talent game - Manu Melwin Joy

• Mickey Mantle, who is widely considered to have been one of the greatest baseball players of all time, once many years ago very aptly remarked, “It’s unbelievable how much you don’t know about the game you’ve been playing all your life.”

Page 4: Gamification in hr   the talent game - Manu Melwin Joy

Talent Game• Companies are recognizing

the implications of competing intensely in “The Talent Game” to acquire, develop and retain talent. Playing the game requires you to understand the rules and the underlying constraints quickly, and then use them to your advantage.

Page 5: Gamification in hr   the talent game - Manu Melwin Joy

Talent Game• For instance, poker is based

on rules of probability where the odds against a “straight” are 254 to 1, while a “flush” is 508 to 1. Similarly, in HR, the rules are simple: the odds to source and select the right talent, integrate and retain it while keeping them productive and happy can seem to be unpredictable.

Page 6: Gamification in hr   the talent game - Manu Melwin Joy

Talent Game• A 2013 report by the

Aberdeen Group noted that organizations face intense pressure to efficiently onboard more new talent to meet company growth objectives (49%), address the shortage of critical skills in the market place (44%) and innovate their new hire programs (29%).

Page 7: Gamification in hr   the talent game - Manu Melwin Joy

Talent Game• Traditionally, the purpose of the HR

department has been seen by many line managers to find the candidates, qualify them based on an interview, train them using a standard curriculum, answer queries about the organization’s culture and leave it to them to find a way of working productively. After that, HR representatives cross their fingers in hopes the talent will stay and contribute to company growth.

Page 8: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• Gamification, like the name

suggests, selectively uses the mechanics that bring out people’s natural desires for competition, achievement, status, self-expression, altruism and closure when faced with a real-life situation in the form of a game.

Page 9: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• The ways in which we play

these games, and then demonstrate these characteristics, can help line and HR managers gain insight from information about us.

Page 10: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• For instance, a software firm

hosts an engaging contest, such as a coding challenge, to assess the candidates with their coding skills. Traditionally, traits such as entrepreneurial spirit, quick decision-making and problem-solving attitude are taken at face value based on answers to interview questions.

Page 11: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• A stock brokerage has people

play ‘Ring the Bottle’ as you did possibly when you were a child to assess their achievement orientation. Gamification, on the other hand, offers the opportunity to simulate the working environment and create a selection technique that chooses the best talent.

Page 12: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• For example, Marriott Hotels

launched a mobile app that makes candidates virtually perform hotel service industry tasks. This provides insight into how the candidate would approach real work and it helps eliminate those applicants lacking the patience or aptitude for the job.

Page 13: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• Today, many companies

provide ready-to-deploy gamification solutions. Often, they can go live in just a few weeks. These modules focus on creating an engaging experience by using badges, points and leaderboards, rather than just visual stimulation as seen in conventional games.

Page 14: Gamification in hr   the talent game - Manu Melwin Joy

Introducing Gamification• Leaderboards specifically

infuse the feeling of constructive competition, accomplishment and help assess if people network with their peers, which are stronger drivers of behavior than the proverbial “interview.”

Page 15: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Gamification offers new ways to align candidate behavior with organizational goals. So, instead of telling an employee that he “meets expectations,” it is better to say that he did not clear the second level of the game.

Page 16: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Instead of creating performance ratings, HR representatives can create transparent leaderboards with badges attached to each level, so that an employee knows how he or she is doing in his business unit, region, country or globally.

Page 17: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• If an organization has an

internal social media portal,

the conversations and

chatter around the game

could be redirected to create

employee engagement at

this “virtual water cooler.”

Page 18: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Many companies have evolved from initially using these platforms as branding vehicles to leveraging them across the entire HR value chain — attracting, engaging, onboarding, training and retaining prospective candidates.

Page 19: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Identifying and targeting talent pools differentiates the organizations that win from the ones that do not. Companies are starting to realize that HR practices based on the “one size fits all” principle prevent the business from improving quality of hire, institutionalize a culture, enhance employee productivity and eventually, grow customer satisfaction.

Page 20: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Gamification applications

are most effective when

they are customized to

various industries and their

specific needs.

Page 21: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• For example, some firms leverage their employee base by creating recruitment ambassadors and lead generators by conducting gamified events across campuses. This achieves all the benefits of crowdsourcing as well as creates an effective brand for the organization.

Page 22: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Gamified new hire programs are

personalized, engaging and often convey

a creativity within an organization.

Instead of sitting through days of

lectures or e-learning modules or

videos, the new employee can play a

game which also provides all the

information he or she needs, connect

them to their peers and even have fun

on his first day of work.

Page 23: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• The cases for using gamification

are numerous and growing. SAP

uses games to educate its

employees on sustainability;

Unilever applies them to training;

Hays deploys them to hire

recruiters and the Khan Academy

uses it for online education.

Page 24: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• According to the Aberdeen

survey, organizations with

gamification in place improve

engagement by 48%, as

compared to 28% with those

who do not, and improve

turnover by 36% as compared to

25%.

Page 25: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Thanks to the advent of social media

and increasing focus on analytics,

gamification offers a plethora of

possibilities. Gartner predicts that by

2014, more than 70% of global

organizations will have at least one

gamified application, which can

range from mastering a specific skill

to improving one’s health.

Page 26: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• However, Gartner also says that

80% of gamified applications will

fail if not designed correctly. A

word of caution here: gamified

modules, based on

performance, work best for

roles that are relatively

repetitive in nature.

Page 27: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• It also works well for roles with

clearly measurable outcomes

and well-defined metrics.

Locating the right talent pool

and engaging specific segments

by customized games promises

to be a pragmatic solution to HR

woes across industries.

Page 28: Gamification in hr   the talent game - Manu Melwin Joy

Linking Behavior With Organizational Goals

• Gamification is changing the

very DNA of HR. One must

know everything about the

game one is playing and be

the best at it to ensure one’s

life is the best — now is the

time to play.

Page 29: Gamification in hr   the talent game - Manu Melwin Joy