recognition

Snowfly Industry-Specific Article Series – Part 4: Hospitality & Travel Industry

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While working alongside one of the biggest names in the Hospitality and Travel industry for over 13 consecutive years, we have learned a few things about what makes a successful employee recognition program for folks working in Travel & Hospitality. Employee recognition within the Hospitality and Travel industry must be directly tied to the customer experience and to creating guest satisfaction during every phase of the travel experience. From the initial booking of the reservation to the check-in process to the departure and every step in-between, employees are entrusted by hospitality brands to deliver the types of experiences that will prompt a guest to become a repeat customer and ultimately an extremely loyal customer.

A recent article by Emilia Jaakkola on hotelspeak.com shared by IARE (The International Association of Reservations Executives) on Twitter provides some insight into the idea of creating memorable and emotional customer experiences with hotel guests. The main point of the article is that these connections which hotel brands are seeking to create happen one guest at a time and are ultimately facilitated by employees who create exceptional customer experiences for those guests. American author Tom Peters is credited with saying: “Why do customers switch from one store/brand to another? 14% switch because of price, 15% switch because of quality & 71% switch because of lousy customer service.” The opposite is also true, a customer/guest who has been made to feel important and valued and whose expectations were exceeded will return again and again even if price and quality factors are not equal.

In building an incentive & recognition program for employees within the Hospitality and Travel industry, rewards and recognition must be tied directly to specific aspects of the customer experience. In Customer Service Contact Centers, rewarding agents for positive call quality scores and customer satisfaction scores are paramount, but they are also just the tip of the iceberg. While this type of metric-driven incentive is the basis for any successful incentive program, attracting and retaining the best talent who will repeatedly create those meaningful customer experience connections with guests requires your incentive program to be more robust and creative.

Recognizing staff who receive positive customer feedback by name and having a platform capable of tracking and rewarding those instances reinforces to employees that creating meaningful experiences for guests is the expectation for every employee in every interaction with a guest. Offering bonuses to employees who initiate conversations that help drive customer loyalty through enrollment in guest loyalty programs, branded credit card referrals, or other partner-company loyalty programs encourages employees to get to know their guests, to listen to their needs, and to present the right up-sell opportunities and additional revenue opportunities to those guests who are interested in those services. Each of these aspects of the customer experience is an opportunity for an employee to create a meaningful emotional connection that can be worth additional revenue for the brand in the future and should be included within an incentive program as opportunities to earn additional recognition/rewards.

At the end of the day, guests in the Hospitality and Travel industry are won or lost – often for life – via the seemingly small interactions they have with the representatives of your brand – your employees. Creating a robust and flexible process for recognizing the behaviors of employees that drive guest satisfaction and loyalty is one of the best investments you can make in attracting and retaining the best talent…the type of talent that will pay huge dividends in the form of customer loyalty. Creating a transparent and easy to manage employee recognition program that empowers and rewards employees for helping guests feel a connection with your brand is as easy as connecting with Snowfly and letting us put our years of expertise to work for you. Our knowledge is real and our experience is just a connection away, just as your employees’ knowledge about and experience with your brand is only a connection away.

Snowfly Industry-Specific Article Series – Part 3: Healthcare/Health Insurance Organizations

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Snowfly’s long-standing relationships with companies within the Healthcare and Health Insurance industries offer some unique use cases for our software system. Because many of these customers require that their employee recognition opportunities are very job-specific and are often focused primarily around customer service and/or patient care feedback, Snowfly has adapted over the years to change right along with the landscape of healthcare and health insurance providers.

In these highly specialized and highly technical job roles, care must be given to ensure that the overall customer/patient experience is the paramount driver of success. Peer-to-Peer recognition is a hallmark of many of our healthcare related client programs because a work environment that fosters teamwork and ensuring that the client/patient has the best possible customer service experience is the ultimate goal. Despite Peer-to-Peer recognition being present in all of these programs, each of our client companies handles their P2P recognition process differently. Some choose to reward all those who are recognized by a peer, some choose to make each individual peer recognition an entry into an overall contest for the end of the month, quarter, or year. No matter how it is accomplished, providing co-workers with the ability to recognize one another for the daily small and simple things, or even the big unexpected things, builds cohesion and camaraderie within the workplace.

Another benefit of using the Snowfly platform for these industry clients is their ability to assign, track, and follow-up on required trainings that must be completed by employees to remain current with industry compliance standards. Because many of these individuals are working with customer/patient personal sensitive and confidential information (PPI/PCI), their employers are required to provide proof of PPI/PCI compliance and completion of mandatory training for each employee who has access to any such information. Providing a simple and effective way to communicate to the employee which training modules need to be completed, which training modules have already been completed, and rewarding employees for staying current on their training and certifications makes tracking this important data very easy. The Snowfly system also allows the employer to put the responsibility on the shoulders of the employees themselves to maintain their certifications, especially if they want to earn the incentive rewards that are tied to those behaviors.

Finally, due to the highly-skilled and often specialized positions that are filled by the employees of our customers within these industries, ensuring that a fully-staffed workforce is present for each day is critical to the success of the organization. Because one individual in a given department may not be able to fill in at another position if someone else is out unexpectedly, it becomes even more critical to ensure that daily employee attendance and schedule adherence are both emphasized. For most of these clients, that includes rewards that earned for daily/weekly/monthly attendance metrics and schedule adherence as well as being vigilant in pre-planning and receiving prior approval for any requests for vacation and/or time-off. Unexpected absences due to employees calling-in to work or simply missing their scheduled shifts without any explanation are highly disruptive and often very costly for these companies. By providing incentives to those employees who are able to accrue long periods of time without any unexpected absences or un-planned time away from work (coming into work late or needing to leave work early), the emphasis is placed upon reinforcing the desired attendance behaviors of the organization; those employees who then meet or exceed those expectations are rewarded for doing so.

Snowfly’s expertise in working with multiple healthcare/health insurance companies has grown over the years which has given us the opportunity to learn what behaviors and rewards are truly effective for this type of client. As we have proven with these industry customers, the flexibility to adapt to the changes within the industry has made Snowfly an important partner in the successful care of their customers/patients by their employees; when you demonstrate care for the well-being and success of your employees, they will in-turn exhibit that same care and concern for your customers.

Snowfly Industry-Specific Article Series – Part 2: Sales Teams/Organizations

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new age employee incentives

When working with clients whose employee rewards program is primary focused on Sales, Snowfly’s software system easily adapts to their needs and, no surprise here, most of the incentives are based upon sales commissions and or achieving specific sales goals, milestones, and/or quotas.

In sales-related jobs, it is often the top performers who are also the most highly compensated. But monetary compensation is often incorrectly seen as the only way to motivate salespeople rather than just one of several ways to engage and reward your top performing sales staff. There are really several key ways that employees are motivated and providing a combination of as many of them as possible is the surest way to keep your sales staff engaged and working hard to close more sales.

Short-term to Medium-term to Long-term goal progression.

First, the best sales teams have multiple sets of goals that provide short-term, medium-term and long-term achievement levels that provide many opportunities for a salesperson to feel a genuine sense of accomplishment at frequent intervals. Having only monthly or quarterly sales goals or quotas means you are missing out on the power of daily and weekly celebration opportunities for your sales team. Small, incremental daily rewards are so powerful in providing salespeople, especially those whose sales cycles may be months, or even years, in length.

The longer the sales cycle and the higher the value or cost of the product being sold, the more important it is for salespeople to have their steps towards closing the sale celebrated and recognized along the way. To enhance your overall sales, think about ways that you can break-up your annual or quarterly sales targets into monthly, weekly and daily goals…or maybe even down to hourly goals if appropriate. Sales SPIFs can be for very small actions taken and don’t have to be large (or even monetary) to get the attention of your sales team. Keep in mind that a sales person sees progress with every step taken is one who is more likely to get across the finish line and close more sales.

Second, you must understand and accept that while money is highly motivating to most, if not all people, it may not be the MOST important thing to many people. Rewards that are offered for sales performance should be desirable to each individual person and, ideally, each person should be able to choose the reward that is most motivating to them. Understand that being flexible in the rewards offered to your sales team provides added motivation that may not cost you anything.

In his great article on HubSpot entitled “How to Motivate your Sales Team: 8 Tried-and-True Strategies”, author Dan Tyre recounts an experience in working at Lotus where he anecdotally shares the truth that many people are highly motivated by public recognition and that a small trophy that has no value to an outsider can be an extremely effective form of motivation and reward. Other forms of non-monetary recognition include: promotion to a special project team or team lead, offering to cater lunch for a contest winner and some colleagues of their choice, giving them more freedom and autonomy to set their own hours (if appropriate), to work part of the day for them, to let them work from home, etc. In today’s day and age of “work-life-balance” being so critical to keeping the best performing employees, recognizing your employees for their performance also needs to have flexibility built into the program.

Finally, employing some aspects of competition within your sales team can also be a very effective way to engage and motivate sales people. By nature, most sales people are at least somewhat competitive, and their personality types often gravitate towards “winning” in various forms. However, don’t assume that everything must be a competition or that there always needs to be “winners” and losers. Competition can also be instituted with one person competing against his or her past performance and competition can be between different sales teams, shifts, or departments as well where the end goal is not “winning” but demonstrating overall performance improvement. These types of competitions can foster a sense of camaraderie and team-spirit when working towards a common goal and often allow for those who may not “win” as frequently as others to have more opportunities to feel successful when contributing to the overall results of their team. The concept of implementing engaging Sales “contests” is nothing new to anyone who manages a sales team, but with some small programming tweaks and with some strategy in how and when to employ sales contests, the competition aspect of the contests can be extremely effective for everyone involved.

Because of our experience in having worked with multiple sales teams across many industries, we can truthfully say that there is no one compensation package or one set of rules that will apply to every company and to every sales team. As such, it is critical that your Employee Recognition program is easily adaptable and can flex with your company’s ever-changing needs and with the various personalities found on your sales team. Snowfly continues to be successful with sales organizations of all shapes and sizes and with products ranging from hotel accommodations to fine jewelry to storage units to legal services because we help our Sales clients create the unique employee recognition program that works for their individual teams and because their programs are never static but can be adjusted on-the-fly, whenever necessary, to meet the recognition and compensation needs of their team in that moment.

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!

Don’t Sweat the Small Stuff…But DO Reward It

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The Minions are the Intellectual Property of Illumination Entertainment

I love the Minions. I love everything about them! They are cute, happy, fun-loving, great singers & dancers, persistent, completely hilarious (in my opinion), and loyal to a fault. They will literally do anything necessary to help their Despicable “Boss” Gru with his evil master plans. But one of my absolute favorite things about the Minions is their ability to celebrate anything and everything! It appears that they are constantly in the middle one giant party because it doesn’t matter to Dave or Kevin or Kyle how big or small an accomplishment is, they are going to celebrate it with style and gusto!

In the world of Employee Recognition and Incentives here at Snowfly Performance Incentives, we are often asked “How BIG of an accomplishment should something be before we recognize and celebrate it?” Unfortunately, that type of question is completely misguided because it highlights a misunderstanding of basic Human Behavior Theory and proven motivational techniques – the falsely sought after silver-bullet of rewarding “final” outcomes. In reality, rewarding the seemingly small and inconsequential steps along the way towards meeting a major milestone is often the only way the major milestone will ever be achieved at all.

Don’t underestimate the power of rewarding seemingly small behaviors. Years of research and countless scientific and behavioral research studies confirm that positive habits form, routines are created, and big changes happen when small daily steps are taken. The old saying that the only way to eat an elephant is one bite at a time applies to positive workplace behaviors as well. If your company has big goals that have to be accomplished every quarter or every year, try to break them down into smaller daily or weekly goals that can be rewarded in smaller increments at shorter intervals.

One of the most common behaviors that we encourage our clients to reward their team for is adhering to their scheduled workday (in some cases, simply showing up to work). This includes being at work and clocking in on time, taking breaks when scheduled or directed, coming back on time from breaks, and clocking out properly at the end of a shift. This is an especially effective incentive for those employers who have high turnover rates, problems with tenure, and/or high onboarding/training costs. While there are many good ways to reward attendance, there is also a best way to do so.

In most of these cases, you don’t want to simply reward your employees for their attendance each time they comply, you want them to consistently be on time and to reward them for that consistency. This is accomplished by giving a very small reward for each day of perfect attendance, a slightly larger reward for having perfect attendance for an entire week, and an ever larger incremental reward for perfect attendance in a month. If attendance is an issue at your workplace, it is probably costing you far more than you may realize to cover the workload of those who don’t consistently show up.

Instead of paying for all of that overtime and stressing out your Scheduler and/or HR department every day, try this and see how long it takes your attendance issues to go away: Give a $0.50/day bonus for each day an employee has 100% attendance/schedule adherence. Then, for each consecutive 5 working days that employee had 100% attendance/schedule adherence, reward them with an additional $7.50. Then, if a person has 100% attendance for an entire work-week (5 consecutive scheduled shifts) they can earn a total bonus of $10.00/week extra. But then take it one step further by offering an additional $60.00 bonus at the end of the month, or after every 4 consecutive work-weeks of 100% perfect attendance. If this hypothetical employee is 100% on-time, for every shift they on their schedule for an entire month, he/she could earn a total bonus of $100.00 ($60 for the month, + $7.50 each week x 4 or $30, + $0.50/day x 20 or $10).

But there’s a catch: miss just one day and the weekly and monthly bonuses are lost! This way there is a small reward for forming positive daily habits with a larger payoff at the end of the month for consistency. This might make someone think long and hard about missing a Friday shift to get an early start to the weekend. This type of approach to an everyday problem attaches positive consequences to meeting standards rather than only attaching negative consequences for not meeting those standards. In other words, positive reinforcement is far more effective than punishment (negative reinforcement). Despite paying higher total amounts to their employees as incentives, some of our clients who have implemented this simple change to rewarding daily, weekly and monthly attendance, have saved double or triple the cost of those incentives. These savings come in the form of reduced overtime pay, reduced turnover and training costs, and reduced administrative costs for enforcing attendance policies. This all happens because employees begin to self-regulate because there is a reason for them to do so.

In the end, rewarding the small stuff, like daily attendance, may seem like you are just paying your employees extra to do the job they have been hired to do. And while this may be true, “Rewarding the Small Stuff” can be far more cost-effective in the long-run. Rewarding the Small Stuff can become a very powerful way to eliminate large-scale problems with relatively small investments – $100/month for an employee to have perfect attendance is less than the cost of 6 hours of overtime at time-and-a-half pay in most businesses. Rather than contstantly putting out fires and working in a reactionary enviroment where the struggle is to ensure shifts are covered and the work is getting done every single day, why not be more like the Minions, and celebrate all the time?

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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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