gamification

Does Gamification in the Workplace Really Work?

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This may come as a shock to you, especially because Snowfly is a gamification-based employee recognition and incentives software company, but the simple answer is: NO (at least not in the way most people think it does).

Okay, I admit, I am being a little bit tongue-in-cheek here because, of course, I do believe that gamification is extremely powerful and effective in the workplace. However, gamification, when deployed in a workplace environment, only creates long-term sustainable results when applied properly.

In this Dilbert comic strip, Dilbert creator and satirical genius, Scott Adams, perfectly and brilliantly illustrates my exact point. If your workplace gamification program has been implemented so you can check the “gamification box” and say that you are doing it because you now have awards, ribbons, leaderboards, point totals, badges, leveling-up, etc. that your employees can earn, you are using gamification, but you are not using it effectively.

I will even go so far as to predict that if your current deployment of gamification is what I listed above, you should expect to see (or have already experienced) a huge initial spike in engagement with the program among your employees and then, after about 90-120 days, then a plateau in engagement statistics, followed by a sharp decline in adoption and usage rates as well as effectiveness of your gamification platform. Why??? Because as Dilbert so astutely points out, the rewards of typical gamification programs (badges, ribbons, leaderboards, points, etc.) are “like garbage” because they don’t have any real (i.e. “functional, economic, or emotional”) value.

Gamification-based rewards and recognition, no matter how well-meaning, do not provide the kind of sustainable motivational boost that many employers envisioned when they paid for an expensive points and rewards tracking program if there is not some kind of real value tied to the reward (could be cash value or another kind of tangible value). And in some instances, even if there is real value tied to the reward, if that particular reward doesn’t resonate with the individual who earned and received that reward, it may potentially have a negative effect on that person’s morale and sense of being appreciated.

Imagine someone earning recognition through their employee incentive program and receiving a “prize” in the mail of a $15 gift card to Starbucks. Sounds great right? Except what if that individual doesn’t drink coffee…AT ALL? Now that person not only feels unappreciated because the $15 to Starbuck’s has no value to her, but she also feels like her boss/employer doesn’t really care about her at all because they didn’t even take the time to ask her what type of recognition/reward would matter to her.

In order to provide real value, gamification programs must direct the behavioral responses of those participating towards new norms, and eventually develop new habits and improved thresholds. Here at Snowfly, we affectionately call this “Directed Gamification” because our goal with every one of our clients is to modify employee behavior, in the classical psychology sense, as pioneered by two 20th century behavioral psychologists, Abraham Maslow & B.F. Skinner. Their respective ideas and application of motivational theories have been applied to the workplace with pretty amazing results.

Psychologist Abraham Maslow.

Maslow was the first to create the idea that we as people have a hierarchy of needs and that while the needs at the top of the hierarchical pyramid are the most important, they are completely irrelevant if lower level needs haven’t been met. Applied to gamification, Maslow’s hierarchy of needs clearly tells us that an employee who is struggling to pay his rent and have enough money left over every month to feed his family is not only not going to care at all about the points that he might accumulate in a gamification program, he may actually resent the program completely because it is not meeting any of his basic needs, even if the program is designed to meet a need higher up on the pyramid, like self-actualization. According to Maslow, it’s hard for an individual to worry about his impact on society and the world around him (top of the pyramid) if he struggles with basic needs like food and shelter (bottom of the pyramid).

A properly applied gamification system must address an individual’s needs at multiple levels of the pyramid, and ideally, help a person progress from worrying about her needs at the bottom of the pyramid because those needs are being met, to being able to focus on needs at subsequently higher levels. Small, incremental rewards, that have actual value which resonates with that specific individual are the key to a successfully implemented Directed Gamification based incentive program.

Psychologist B.F. Skinner

Continuing with our Psychology 101 lesson, B.F. Skinner took many of Maslow’s ideas and continued to expand upon them using experiments on rats and pigeons to see if he could meet “basic needs” but deliver rewards or incentives on various schedules of reinforcement to determine if a predictable or unpredictable reward was better at modifying behavior over time. What Skinner discovered was fascinating in the sense that he was able to “train” his animal experimental subjects in such a way that, over time, he created new habits and even new neural pathway connections in their brains that coincided with small tasks they learned to perform.

By creating a “gamified” experimentation tool called “The Skinner Box” in which he was able to alter the habitat of his subjects, Skinner was able to show that the most effective and sustainable schedule of reinforcement which provided the longest lasting behavior change at the lowest cost was a variable ratio schedule, which means that rewards were given when certain behaviors were performed, but only randomly and in varied amounts. This type of reinforcement schedule is so effective because the participant learns that if a certain desired behavior is performed repeatedly and consistently, a reward (or payoff) will come to them eventually, but the key is that the participant doesn’t know exactly when, or exactly the size of the reward, so they continue to perform the desired behavior at a high level until the reward comes.

5 different reinforcement schedules and their effectiveness.

Skinner’s research explains intrinsically why, despite their seemingly random payouts, we as humans are so enthralled with slot machines…the ultimate variable ratio reward system! Gamification programs that employ rewards based upon the Variable Ratio reinforcement schedule are able to create long-term behavioral change at relatively low costs when compared to those programs that reward based upon every instance of an individual performing a repeated behavior. When a behavior is rewarded every time it is performed, with the same “payout” each and every time, the reward then becomes an expectation and an entitlement rather than a incentive for good performance and it has completely lost its value and its ability to motivate someone in the future because once the reward is removed, the behavior stops until the reward is reinstated. Long-term behavior change happens when a performed behavior becomes a new habit as a result of consistent repetition through variable ratio reinforcement, not when a behavior is performed because there is an expectation of a reward to be received – that is bribery.

To read more about how & why implementing an effective Gamification program can be beneficial to your workplace environment, click here to be taken directly to an article that addresses 5 fundamental points to keep in mind when implementing an effective gamification program if you want it to last and actually enact changes within your organization. The 5 key points are: Context, Application, Usability, Engagement & Success Factors.

If you are ready to learn how to employ gamification to create long-term effects and behavioral changes within your organization and/or if you have tried “gamification” before but had a bad experience because it just didn’t work like you expected it to (or were promised it would), we hear you loud and clear! Send us an email at info@snowfly.com and let us show you what directed gamification looks like and help you deploy a gamification and incentive system that provides real value to you and your employees.

Happy Gamifying!

The Why And How of Gamification

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As is the case with many things, including CRM’s and computing, all Gamification is not created equal. Gamification is joining the list of business and technology buzz words and its various applications are wrongly getting lumped together as several industries attempt to apply this concept into every possible scenario. While some applications of the term gamification are less accurately applied, there is a reason for all the hype, and that is because when properly and systematically applied, the principles of gamification work. Gamification works not only with millennials (who are often the most targeted demographic group of gamification techniques), but results prove that gamification works effectively with every generation currently participating in the workforce.

It is likely that most people have experienced or heard of gamification by now, but to make sure we’re on the same foundation, we would like to define the term. Gamification is the application of principles or aspects of game playing (e.g., point scoring, competition with others, rules of play) to an activity or desired behavior as a technique to encourage increased engagement with a specific procedure, product, or service. There is confusion surrounding gamification not only because of its broad definition but also because of the various applications of these techniques. So, to simply ask “Why use gamification?” is not enough; one must also ask, “How should I use gamification?” in order to be as effective as possible.

By simply applying digital rewards or games into a specific activity, many service providers and employers are triumphantly adding the term “gamification” to a features list or marketing materials for their products or offers of employment. While it is true that this type of application falls under the umbrella of the principle idea of gamification, this is arguably not the reason why gamification has so rapidly risen to prominence. From our research and experience, there are 5 concepts applicable to Gamification that transcend the simple “check-the-box” or “features list” applications and move gamification into the realm of effective and necessary for every organization and industry.

  1. Context:

Very little is accomplished simply by playing games; it is presumptuous to say that nothing is accomplished, just very little. What may be accomplished is: a small reprieve from daily monotony, a brief appreciation of the moment and/or a potential motivation to be able to play again. These things are all fine, but most organizations are seeking opportunities to create recognizable shifts in their business. We have seen well-positioned gamification concepts visibly move the needle in many circumstances in various industries, but only when the metric where changes were desired were clearly identified and defined.

Metrics, both behavioral and performance, always have context and correlations which can be discovered and measured using appropriate data and analytics; however, these metrics aren’t always obvious, and in many cases, require context and trend analysis. The required data sets can be collected in many ways but two of the most successful methods we have seen are 1) CRM data and 2) a well implemented incentive program. Once the contexts of the desired metrics are identified, a performance target can be set and measured against.

Without a clear and outlined context, gamification (or any reward system) can sometimes even have an adverse effect. We have witnessed call centers who have abysmal call quality scores dedicate all their resources to improving their call quality only to find that their average call times skyrocketed and they instead failed to meet their call volume quotas which ultimately decreased their profitability; they were robbing Peter to pay Paul. Without full understanding of their proper context, some reward systems, even those using gamification, can hinder more than they help.

  1. Applicable:

In low-margin high-volume environments, time and efficiency reign supreme. In creativity-minded quality-based environments the opposite can be true. The point is that a one-size-fits-all gamification system is not going to be effective in all circumstances. There are different ways to reach, motivate, and address the behaviors of different individuals which requires that gamification tools reflect these differences. In other words, there is no guaranteed solution which works in every situation.

An effective gamification application must be adaptive to the diversity of the entire set of users within a system and yet, the complexity or cost of gamification tools do not always correlate with the effectiveness of the system. Gamification systems which are deployed with a clear context and appropriate application typically have much higher correlations of effectiveness. A fast paced, high demand work environment requires the use of quick and decisive gamification methods while a more methodical business environment might want to concentrate more on gamification aspects relating to long-term relationships and customer experience. Both applications of gamification have their appropriate places in different business environments.

  1. Usability:

Once appropriate context and applicability have both been addressed within the definition of gamification, functionality comes into play. As mentioned above, the stand-alone act of playing games during or after an activity does not necessarily produce changes in an individual beyond the simple enjoyment of playing the game itself. Gamification needs to be directed toward engagement in a specific activity with a specific purpose for that engagement.

We have seen many creative deployments of effective gamification systems. One of the most common applications that we have seen is within training programs. Gamification principles are used during and after specific training modules to gauge the effectiveness of the training and the level of knowledge retention of the trainees as well as to make the trainings themselves more enjoyable and interactive. A well-designed gamification system can even have users engaged in required training activities without them knowing that training is even taking place. Gamification is also often used as a very effective method for periodic refresher trainings through the application of randomized quizzes and other post-action training techniques.

With a little bit of creativity, gamification can become part of almost any work-flow scenario. Digital games are by far the most popular and easiest method to deploy, but any process, procedure or activity can be turned into a rewarding opportunity using gamification principles. The opportunity of gamification in an organization is limited only by the creativity and desire or willingness to try something new within the context of other points mentioned in this article.

  1. Engagement:

Engagement is another buzz word that has been flooding the business world lately. Engagement, like gamification, can either help or hinder a business depending on the context in which it is deployed. How are you engaging your users? Using what methods? Are they engaged in playing games, or are they engaged in your system or activity? The Arbinger Institute has systematically outlined the importance of an individual not only performing an action but also living in such a way that an individual’s mindset matches a desired action or behavior. Said another way, individuals can do the right things (performed behaviors) for the wrong reasons (improper motivations) and this can also be true with improperly applied gamification techniques.

If the games themselves are the end goal, then the purpose of using gamification is diluted; the gamification principles applied may not be diluted, but their purpose is diluted. While this may be a delicate balance to manage, the difference here is substantial. Creating the desire and motivation for an individual to be able to participate in the gamification system once more is a desired and natural result, but the more desirable result is to find ways to use that motivation to improve or change both internal and external behaviors.

As users interact again and again with a well-designed gamification system, ideally they should understand each time what goal(s) they are working toward and why. Thanks to current technology, an effective gamification-based system should gather and disseminate data from the users even while some gamification attributes may only be visible to members of management.

A very effective type of gamification engagement that we have commonly seen implemented is the rewarding of coworker appreciation and recognition. Using gamification as a reward methodology, people begin to look beyond the individual activities that are being gamified and become more engaged in the processes and the people involved. This often also adds a small aspect of competition and camaraderie as individuals and teams work to recognize the outstanding contributions of others around them. In this type of scenario, the actual games then become supplementary and an added motivation to an effective process, instead of another required step in the process of a person’s work day.

  1. Success Factors

In Lewis Carroll’s beloved story, Alice Through the Looking Glass, a very confused and lost Alice has the following exchange with the devious Cheshire Cat:

“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don’t much care where–” said Alice.
“Then it doesn’t matter which way you go,” said the Cat.
“–so long as I get SOMEWHERE,” Alice added as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”

The same is true with defining success with gamification: Without knowing where you want to end up, simply applying the term “gamification” will get you “somewhere” if you do it enough. Providing games without a clear direction or end goal is like wandering through a forest or down a street: it may be pleasant, you may see some things that you like and even have a rewarding experience, but you’re no better off than when you started your meandering.

Much of this falls into the study of context, but if you are implementing a gamification system, you need to know what success looks like, you need to know what ideal behavior and thinking looks like. Only then can you begin to build a program which encourages the behaviors that lead towards success over and over again using the principles of positive reinforcement. A gamification system that does not apply to a defined success factor or attempt to improve a specifically identified metric isn’t in fact gamification at all. Rather, it is simply “playing games,” and in our opinion, that should be done on one’s own (unpaid) time.

Here are some useful questions to determine if you have an effective gamification system or if you are considering implementing one:

  1. What do I want to change/improve in my organization?
  2. Why are games being played? How are these games being used to improve my organization? How can games be appropriately integrated into my process or activity?
  3. What is the purpose of the leaderboards, badges, and points accumulation?
  4. What results (short-term and long-term) do I want to see? What results (short-term and long-term) do I actually see?

 

Measure. Reward. Repeat.

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Where other technology vendors apply a limited interpretation to their definition of “gamification” in their tools, Snowfly continues to innovate and prove that our original application of gamification principles is the most effective at producing long-term financial benefits & results.

The Incentive You Can’t Count On…

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Incentive programs should be designed to achieve a company’s objectives, reward the participant and get the most from the program budget. Research shows that variable rewards drive greater program engagement, increase motivation, and improve emotional response to being rewarded. Every incentive program should be specific and individual to your company. Your culture, your history, your product, your market and your services all play an important role in how you design your incentive program.

Leveraging Gamification in Your Organization

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[vc_row type=”in_container” full_screen_row_position=”middle” scene_position=”center” text_color=”dark” text_align=”left” overlay_strength=”0.3″ shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_link_target=”_self” column_shadow=”none” column_border_radius=”none” width=”1/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]I have a rather large backyard at my home. I also have neighbors whose yards border every side of mine. We love our neighbors and we live in a great neighborhood. However, in our neighborhood, several of us have dogs, cats, chickens, horses, and (in our case) even honeybees. With all of these animals, and with the backyard garden that my wife loves to grow each year, fences are important. As Robert Frost famously penned in his poem, Mending Wall: “Good fences make good neighbors.”

Due to a rather strong wind gust, the 25-year old fence on the north side of our property recently blew over when one of the old rotting fence posts finally gave way. Our neighbors on that side of our home have dogs…lots of big dogs. They are great dogs, very sweet for the most part, but they are also territorial and can be unfriendly to our dog and children through the fence. When the fence blew over, we knew we needed to take quick action.

The following evening, my neighbor and I, with the help of some friends and family, began the arduous task of digging up the old rotted out fence posts and replacing them with brand new posts to repair and strengthen the fence. After coming up with a system of pulleys and chains and come-along wenches and a hand-built metal frame, we were able to dig the first concrete fence post foundation out of the ground and replace it with a brand new post. Then we moved onto the second rotted fence post and the fun really began.

After trying to get the concrete foundation for the second rotted fence post to budge at all, we were about to give up for the night as it was approaching 11 pm. We tried moving the crow bars, wenches, and metal frame we were working with one last time to see if we could make any progress…and then we saw some slight movement. Immediately, my father-in-law grabbed the 4×4 piece of lumber that was to become the new replacement fence post and was able to wedge it under the concrete in just the right way. He created enough force using the metal frame as a fulcrum that the sunken concrete foundation finally gave way and we were able to get it out of the hole and put in the new fence post. After trying so many ineffective ways, we had finally created the right environment to generate what had eluded us for the better part of 90 minutes: LEVERAGE.

Effective motivation techniques and behavior modification principles are sought after by organizations who understand that getting their employees to perform consistently, and in the right ways, is often one of the keys to success for their business. The problem is that all of the pushing, prodding, forcing, coercing, pleading, and manipulation in the world rarely provides any tangible results until the correct environment has been created where leverage starts to work in your favor. That concrete fence post foundation didn’t budge until the right environment had been created where we could take advantage of the principles of physics and use leverage to our advantage.

So how does one leverage the ever-changing workplace environment and create a self-motivated and productive workforce? How does an organization cater to the differing motivational factors and needs of team members from all walks of life, all races and genders, all ages and generations, from new-hires to 30-year veterans alike? The answer to both questions is: gamification. The Snowfly definition of gamification can be referred to in an earlier article here, but suffice it to say that gamification is the process of adding elements of fun, competition, and the possibility of winning a prize, to normal activities which turns that task into one with aspects of a game.

The principles of gamification can be used as very effective leverage in the workplace to motivate employees and modify behaviors without having to enact new policies, legislate changes in management or leadership styles, or even force or coerce new behaviors. Providing incentives which reinforce performing positive behaviors is definitely a move in the right direction, but by adding gamification principles to an incentive program, the end reward is only part of what makes an individual want to do the right things. When applied properly, gamification can provide direct feedback on progress towards a goal, gamification can allow an individual to know where he/she ranks among colleagues, and gamification can ultimately make completing a task or learning a new skill the catalyst for personal affirmation and accomplishment. Public recognition for an accomplishment via gamification often is more valued by the person being recognized than the actual reward and is in some cases the greater incentive for individuals.

But what really makes gamification the ultimate leveraging tool is that a good gamification based system can effectively take the results of the efforts of one person and multiply the effects over many people. In other words, by leveraging the power of gamification, one individual’s success can be broadcast to others thereby motivating others to achieve success as well. When a colleague’s successes are shared throughout the workplace, whether that success is shared directly by that person or indirectly through the gamification tools, human behaviors and emotional responses start to kick in and that success is leveraged because others want to experience the same thing, or better, for themselves.

If you’ve never seen a gamification system built for the workplace in action before, give us a call at 1-877-Snowfly and let us show you the best system available. Or if you are curious to see how partnering gamification with a customized incentive system solution would benefit your organization, call us or email us at info@snowfly.com. We would love to give you a demo of our unique system and show how you too can leverage the power of workforce gamification in your organization.

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