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enterprise gamification how to drive and reward valuable employee behaviors
esteban kolsky - thinkJar
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organizations with high
engagement rates are 78%
more productive & 40% more
profitable than those
organizations with low levels
of engagement
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the best organizations have
eight fully engaged
customers for every actively
disengaged customer, they
also have eight fully engaged
employees for every actively
disengaged employee
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Best Buy sees a $100,000
annual increase in sales at
any location where employee
engagement rises 2%
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listen (and act on their feedback)
work is fun
let them be who they want to be (incentivize it)
provide the growth path and environment they need (managed)
change the culture
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analytics engine
reputation engine
gaming engine
rewards engine
tracking engine
connectors
gamification platform
use a gamification platform to make it happen
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people rarely succeed unless they have fun in what they are doing
dale carnegie
learn personalities (listen, track, analyze) weave them into work (change)
family atmosphere (change) Encourage celebrations (rewards)
leverage gamification platform
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whosoever desires constant success must change his conduct
with the times
niccolo machiavelli
change management initiatives
employees change culture
rewards are most critical aspect
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but find something that you absolutely love doing. and then get to
love the way you do it. that's the uniqueness of all of us. that's it.
al lewis
celebrate unique personalities
Open new channels of interaction
build individual work(play) models
Cannot do with gamification platform
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EMC RAMP
recognition, awards, motivation program
lessons: set expectations, no money, consolidate, simplify
entice and incentivize right behaviors
align behaviors with corporate strategy
integrated internal and external network
twenty percent increase in activity y/y
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the happiest employees are
180% more energized 155% happier with their jobs
150% happier with life 108% more engaged
taking 66% less sick leave 50% more motivated
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0ne of the most sincere forms of respect is actually listening to
what another has to say.
Bryant H. McGill
encourage and track feedback
leverage social, activity , collaboration streams
feedback via games, both ways
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Without continual growth and progress, such words as
improvement, achievement, and success have no meaning.
Benjamin Franklin
tie reputation to growth
use rewards to encourage experimentation, not growth
personalize growth, tie to group & ompany
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Deloitte’s internal sharing network – powering 182,000
lessons: people want to share and need infrastructure, entice and incentivize
recognition increases high-value behaviors
sharing grew year/year dramatically
turn to network first to seek resources
easier to find expertise, deliver value
built mobile app to increase adoption
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effect on engaged disengaged
operating income increase
19.2 %
decrease
32.7 %
meeting customer needs 70 % 17 %
company advocates 67 % 3 %
recommending products 78 % 13 %
bringing out creativity 59 % 3 %
being happy at work 86 % 11 %
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❶ focus on behaviors, not gaming
❷ build a platform, not a game
❸ inventory and evaluate
❹ fit and leverage existing processes
❺ set the goals, be ambitious
❻ find the way to reach the goals
❼ bridge the gaps
❽ change priorities
gamification for business value requires methodology
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benchmark employee sentiment and engagement
get suggestions on making work fun and engaging
implement the platform and test few things
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82% of employees are motivated by
recognition (not money)
69% of employees would work harder if
they were better recognized
49% of employees would leave their job for
an offer with better recognition
the most effective way to engage employees is to treat them like valuable people with
skills not valuable skills
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listen (and act on their feedback)
work is fun
let them be who they want to be (incentivize it)
provide the growth path and environment they need (managed)
change the culture
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