Target Stores Case Study Gamification in Employee Engagement
Target Stores Case StudyGamification in Employee Engagement
Prepared By Manu Melwin Joy
Assistant ProfessorSCMS School of Technology and Management
Kerala, India.Phone – 9744551114
Mail – [email protected]
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Target Stores Case Study
• One of the most
classic examples of
gamification is
Target's approach.
Target Stores Case Study• Being a cashier can be a
disconnected job--the
only time you may get
feedback is when your
drawer count is off.
Target Stores Case Study• But what Target has done
is engage employees by
encouraging them to get in
the flow when checking
out customers by making it
more game-like.
Target Stores Case Study
• Target stores have
implemented a little
game cashiers play
when checking people
out.
Target Stores Case Study• It shows the cashier in
red and green based on
whether the item that
was just scanned was
done so in the optimum
time.
Target Stores Case Study
• Then they see their
immediate score on
screen and know how
"in-time" they are
with the ideal time.
Target Stores Case Study• This, according to
Zichermann, illustrates a
great point--that
gamification isn't about
turning everything into a
game.
Target Stores Case Study• It's about using the best
ideas from games, like
loyalty programs and
behavioral economics, to
drive the behavior that
businesses are looking for in
their employees.
Target Stores Case Study• "The bias that people
have to win something is
how achievement-
oriented people tend to
view the world," says
Zichermann.
Target Stores Case Study• People who are achievement-
oriented want some sort of pay-off
or prize, but people who aren't as
achievement- or winning-oriented--
which according to Zichermann, is
the majority of people--are
rewarded through a feeling that
they control their own destiny.
Target Stores Case Study• Before, as a cashier, you
didn't know how you were
doing. You just checked
people out and if you did
something wrong, your boss
would come and yell at you.
Target Stores Case Study• "The idea here is to bring
the feedback as close to the
action as possible and make
the feedback as
constructive and positive as
possible," says Zichermann.