15 Compelling Case StudiesGamification in Employee Engagement
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.
15 Compelling Case Studies1. Apple Bee Case Study2. Aspire 3. DWP Case Study4. Idea Street5. KEAS Success Story6. Kudos Badges7. LIVE OPS Case Study8. Loyalty One Case Study9. Microsoft Case Study10. Next Jump Case Study11. Plant Ville12. Omnicare13. Target stores14. The Wikipedia Adventure15. Blue Wolf
Apple Bee Case Study• With an employee turnover
rate of 135%, the restaurant
industry must invest
significant sums to cover
the cost of repeat employee
recruiting and onboarding.
Apple Bee Case Study• To increase employee
retention and “combat
churn,” RMH Franchise
Corp., one of the largest
franchisees in the
Applebee’s system, turned
to gamification.
Apple Bee Case Study• The franchise launched Bee
Block, a website operated
by Bunchball, to foster
employee engagement and
loyalty.
Apple Bee Case Study• Designed to improve
punctuality, sales and
service, the game provides
each employee an online
profile and trophy case.
Apple Bee Case Study• Leaderboards track the activities
Applebee’s wants to reinforce,
including clocking in on time or
selling brownie bites, and issues
“Bee Block Missions” such as
upselling appetizers or growing
check averages.
Apple Bee Case Study• Participation is encouraged
by “Bee TV” – televisions in
each restaurant where
employees can view real-
time data on themselves
and their peers.
Apple Bee Case Study• “Seventy three percent of
our employees are under 31
years old, making them a
prime target for
gamification,” noted Robin
Jenkins, regional marketing
manager for RMH.
Apple Bee Case Study• Since the program was
launched in December
2013, more than 3,000
users have generated
30,000 sessions, Jenkins
said.
Apple Bee Case Study• Check averages have gone
up and employee turnover
has dropped by more than
20% – all without the use of
any tangible rewards.
Apple Bee Case Study• The company does plan to add
rewards in the next iteration but,
according to Jenkins, they will be
“status and reputation building”
such as offering kitchen staff
different-colored chef jackets to
denote their higher status within
the game.
Apple Bee Case Study• RMH also plans to integrate
social media into the
program so that users can
share the badges they’ve
earned or get rewarded for
using company hashtags.
ASPIREGamification in Employee Engagement
CISCO
• Cisco use gamification across a number of key programs. One program where they have extensively incorporated gamification techniques is their Social Media Training Program.
CISCO
• This program offers a unique opportunity for employees and contractors at Cisco to build their social media skillset. And the opportunity to leverage the skills they learn is manifold.
CISCO
• For example, sales account managers learn to use Twitter to reach their customers and human resources representatives learn to use LinkedIn to reach potential candidates.
CISCO
• And, there are many other
job roles that benefit
through social media, such
as marketing (of course!)
and product development.
Progression Levels
• The Social Media Training Program includes three levels of certification: – Specialist– Strategist and – Master.
Progression Levels
• Each level of certification
requires players to show
increasing levels of social
media expertise.
Progression Levels
• At the Specialist level, players are required to take 15 courses. At the Strategist level, players are required to take an additional 13 courses and author a blog post.
Progression Levels
• And, at the Master level, players are required to 10 courses and create case study illustrating an integrated social media initiative or create a social media strategy.
Progression Levels
• In addition, there are also four sub-specializations available:– Social Media for HR– Social Media for Sales– Social Media for Executive
Communication Managers– Social Media for Internal
Partner Teams
Bring Fun into the Mix with Team Challenges
• In addition, the program
incorporates team
challenges where players
can join together in small
teams or participate as an
entire organization to
complete the certification.
Bring Fun into the Mix with Team Challenges
• This is an effective way for
individuals in an
organization to grow new
skills together. And players
earn badges for completing
team challenges.
Firing up Motivation
• Learning is often an intrinsically
motivated activity. Individuals
enjoy the challenge of learning
new skills. And, learning new
professional skills can help
them advance in their careers.
Firing up Motivation
• And, when you combine the intrinsic motivation with gamification techniques, this further encourages participation and engagement. The Social Media Training program and the use of gamification drive engagement through various techniques.
Firing up Motivation
• Exploration
– Players have fun exploring
social media topics. There are
many courses available, and
participants can learn about
the different aspects of social
media through the courses.
Firing up Motivation
• Progression Loops– With three levels of certification,
four sub-specializations, and mid-way level accomplishments, players can progress through multiple levels of learning. Each class completed is a small challenge achieved. And, each level of certification is the larger challenge. The goal of the game is to get from Specialist to Master for the core learning track.
Firing up Motivation
• Teamwork– Humans are social animals.
And, the team challenges allow players to collaborate and compete with each other. Working together as a team to achieve a goal can be fun.
Firing up Motivation
• Over 650 individuals have
been certified with more
than 13,000 courses taken.
And, this number continues
to grow every day.
DWP Case StudyGamification in Employee Engagement
DWP Case Study
• The United Kingdom’s
Department of Work
and Pensions created
an application called
Idea Street.
DWP Case Study
• The purpose was to
increase employee
collaboration and
facilitate the sharing
of new project ideas.
DWP Case Study• The satisfaction of contributing
ideas, getting quick feedback,
receiving badges, and moving
up on the leaderboard has
motivated the department’s
employees to use the
application.
DWP Case Study• Within the first 18
months, about 4,000
employees generated
1,400 new candidate
projects on Idea Street.
DWP Case Study
• From this, 63
projects have been
implemented by the
Department.
Idea StreetGamification in Employee Engagement
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.
Idea Street
• The United Kingdom’s
Department of Work
and Pensions created
an application called
Idea Street.
Idea Street
• The purpose was to
increase employee
collaboration and
facilitate the sharing
of new project ideas.
Idea Street• The satisfaction of contributing
ideas, getting quick feedback,
receiving badges, and moving
up on the leaderboard has
motivated the department’s
employees to use the
application.
Idea Street• Within the first 18
months, about 4,000
employees generated
1,400 new candidate
projects on Idea Street.
Idea Street
• From this, 63
projects have been
implemented by the
Department.
KEAS Success StoryGamification in Employee Engagement
KEAS
• Keas is an employee wellness
platform used by enterprises to
maintain lower group health
insurance costs and reduce
expenses such as unnecessary
sick days.
KEAS
• Keas employs gamification within its
platform, enabling employees from
client companies to log in to a personal
dashboard to view stats, earn awards
for achievements for completing tasks,
and even support co-workers for
progress towards their goals.
KEAS
• CEO Josh Stevens believes what sets
Keas apart from other employee
wellness platforms is guaranteed
engagement -- the company claims its
users check in to the platform 10
times per month -- and the social
aspect.
KEAS
• Employees on the network
can compete in team health
challenges for rewards such
as a reduction of their
deductible.
KEAS
• "The user sets goals individually that they
can report in on every day or their wearable
computer can update. You can participate
individually or on a team to win prizes.
When you're on a team you're eligible for
greater prizes. This is by design, because
people on teams are more likely to
participate."
KEAS
• Keas has also published some great data to supplement
their platform. Their results include:
– Keas users access the platform an average of 10 times per month.
– 85% of users say they will use Keas again.
– Incapital, a Keas client, saw an average weight loss of 4.4lbs per
user after 79% of their employees signed up for Keas.
Kudos BadgesGamification in Employee Engagement
Kudos Badges• Kudos Badges are used by
the IBM Connections service.
As users gain likes of files
and information they share,
or as they approve and share
links to other files, they can
earn these badges.
Kudos Badges• They are displayed with files,
and other stats users have,
and is a good competitive
but non-dramatic way to
promote heavy, diverse use
of the system for exterior
means and exterior ends.
Kudos Badges• Kudos don’t incentivize
heavily, but they do seem to
work, which high Kudos
being a coveted stat on the
site.
Kudos Badges• Connections continues as
another example, where it
implements a gamification
package. This is a new concept,
gamification examples packages,
and Buncbhall’s Nitro is the one
of choice for Connections.
Kudos Badges• It’s a mission-oriented
system where a user is
assigned missions, which
are simple and common
tasks that can be performed
in Connections itself.
Kudos Badges• As missions are completed,
levels are earned, and the
standing of a user as an
expert in the community
will be higher.
Kudos Badges• This earns them higher
regard and higher respect
from others, and gives them
a strong and empowered
identity within the service.
LIVE OPS CASE STUDYGamification in Employee Engagement
LIVE OPS CASE STUDY• Live Ops, a call center
outsourcing firm with more
than 20,000 independent
agents from across the
nation who work from
home.
LIVE OPS CASE STUDY• It wanted to gamify its
employees’ activities in
order to engage them in
their work and decrease
their turnover rate.
LIVE OPS CASE STUDY
• Andre Bourque of Social
Media Today describes how
the employees interact with
their new gamified system.
LIVE OPS CASE STUDY• Employees earned points
based on their speed in
completing customer
service calls, the number of
calls they take, and the level
of customer satisfaction
they receive.
LIVE OPS CASE STUDY
• The new program
experienced an 80%
adoption rate in the
first week!
LIVE OPS CASE STUDY• Adopters outperformed
non-users by 23% in their
call metrics and their
length of employment
doubled the company’s
previous average.
Loyalty One Case StudyGamification in Employee Engagement
Loyalty One Case Study• COLLOQUY Research
Director Jeff Berry shared
results of two gamificiation
initiatives that Toronto-
based LoyaltyOne uses to
engage its 1,600 employees.
Loyalty One Case Study• The first, LoyaltyOne’s Pass It On
program, is an interactive
initiative through which every
associate is given a bank of points
that they can use to reward their
peers. Associates can also
recognize and thank their peers
without awarding points.
Loyalty One Case Study• Leaderboards show how often a
player is a recognizer or being
recognized. To date, 97% of 1,500
associates are active in the program,
and 40% of the recognitions come
with no points, “which shows that
we’re creating a culture of
recognizing as well as rewarding,”
Berry said.
Loyalty One Case Study• The second initiative took
place in December 2013,
when LoyaltyOne launched
the Move and Earn
program.
Loyalty One Case Study• The company gave all
employees a FitBit device
through which they could
set their own goals for
number of steps per day.
Loyalty One Case Study• To date, 59% of employees
are participating in the
program (up from an industry
average of 30%) and they’ve
increased the number of
steps they take on a daily
basis by 27%, Berry said.
Loyalty One Case Study• Both of these programs
have contributed to high
associate engagement
scores with 88% of
associates stating that they
are proud to work for the
company.
Microsoft Case StudyGamification in Employee Engagement
Microsoft
• The Challenge: Microsoft has
myriad language localization
needs for its many products,
and ensuring that
translations were accurate
and made sense was a huge
challenge for just one team.
Microsoft
• Gamified Solution: Microsoft built a
“Language Quality" game, which
involved a very simple Silverlight
application that let users view
screens to check for language
accuracy. Microsoft included
intentionally poor translations to
make sure its employees were
actually paying attention.
Microsoft
• Results: 4,500 users reviewed
500,000 screens to correct or
improve translations based on
their native languages. Microsoft
Japan actually took a company-
wide day off to play the game
and ended up winning the
leaderboard.
Microsoft
• The Windows Language
Quality Game is a
serious game to ensure
the translation quality of
software.
Microsoft
• Players help verify and correct the
translations of software into their
own language. The game not only
encouraged people to contribute
to it by making it fun, but also
channeled civic engagement by
allowing everyone to help make
Windows a better product.
Microsoft
• Ross Smith is the Director of
Test at Microsoft, and he has
been in the software industry
for over 20 years. He has 5
software patents, and he is one
of the authors of, “The Practical
Guide to Defect Prevention.”
Microsoft
• He is currently researching the
impact of games and social
networking tools on management
education and requisite skills for new
managers. His work led to the
creation of 42projects, which is an
experiment that uses trust as the
basis for promoting individual
confidence, risk-taking, and creativity.
Microsoft
• His work on productivity gaming for next-
generation employees and management
initiatives is a great example of how
gamification has changed the
professional landscape. Such an example
is the Windows Language Quality Game,
which was a successful initiative to find a
cost-effective and fun way to increase the
quality of the native language versions of
Windows.
How Microsoft Leads with Gamification
• Ross understands the shifting
demographics of the workforce and
believes that companies need to
redefine how work “works”. The future
generation of employees, Gen Y, has
grown up with technology integrated
into their daily lives, effectively changing
the way today’s world communicates,
prioritizes, and produces.
How Microsoft Leads with Gamification
• Gen X managers need to
understand how to bring out the
creativity of Gen Y’s unique
talents rather than inhibiting
possible risk-taking. To improve
upon management and
innovation, Ross Smith
created productivity games.
How Microsoft Leads with Gamification
• Productivity games are a subset
of serious games, and they
incorporate using game elements
to boost engagement and
creativity of otherwise dull or
difficult tasks. Ross believes that
games and collaborative play help
motivate and make work fun.
How Microsoft Leads with Gamification
• His theory is that collaborative
play builds trust among the
players, and that trust leads to
greater experimentation. A higher
degree of experimentation leads
to creativity, innovation, and
increased personal satisfaction.
How Microsoft Leads with Gamification
• In a highly competitive business
environment, composure is
needed at all levels to ensure a
high quality product and quality
of life for employees.
Composure starts with trust, and
trust can be built with
productivity games.
Next Jump Case StudyGamification in Employee Engagement
Next Jump Case Study• NextJump, a provider of
loyalty and rewards
programs, wanted its
employees to be more
active in order to improve
their health and to lower
healthcare premium costs.
Next Jump Case Study
• So NextJump opened
a free office gym, but
only 5% of its
workforce was using it
on a regular basis.
Next Jump Case Study• It then set up a contest
where the top 4-5 gym-
using employees had a
chance to split a
$20,000 prize.
Next Jump Case Study• Then it established cross-
office, talent-balanced
teams and a live
leaderboard
application, FitRank, to
stimulate and track
competition.
Next Jump Case Study
• Also, it introduced
“WOWPoints” ─
virtual currency to
incent the behavior.
Next Jump Case Study
• This only led to
12% employee
participation.
Next Jump Case Study
• Now 80% of the
workforce exercises
there 2+ times per
week.
PLANTVILLEGamification in Engagement
SIEMENS• Plantville is an innovative,
educational and fun way for
Siemens to engage customers,
employees, prospects, students
and the general public while
driving awareness of Siemens
technologies and brand.
SIEMENS• The game enables players to
improve the health of their
plants by learning about and
applying industrial and
infrastructure products and
solutions from Siemens.
SIEMENS• Gamers will be measured on
a number of Key
Performance Indicators
(KPIs), including safety, on
time delivery, quality,
energy management and
employee satisfaction.
SIEMENS• Throughout the game,
players will be able to
interact with Pete the Plant
Manager, whose plant has
just won the "Plant of the
Year" award.
SIEMENS• Pete shares his best
practices throughout the
game to help players
achieve outstanding results
in plant performance.
SIEMENS• He will use webisodes, the
Plantville Cafe, Puzzlers, and
Facebook, LinkedIn and
Twitter accounts to dialogue
with gamers, provide hints to
playing the game, and host a
leader board for contestants.
SIEMENS• In Plantville, players can
select which of the three
virtual plants they would
like to manage first: – a
bottling plant, a vitamin
plant or a plant that builds
trains.
SIEMENS• At the start of the game,
each type of plant is faced
with different challenges.
The players must identify the
challenges facing their plant
and implement solutions to
improve the plant's KPIs.
SIEMENS• Gamers will compete with
one another on a number of
levels, including plant-to-plant
and on specific KPIs. Pete's
leader board will keep track of
which players are performing
the best on each of the levels.
SIEMENS• Gamers will compete with
one another on a number of
levels, including plant-to-plant
and on specific KPIs. Pete's
leader board will keep track of
which players are performing
the best on each of the levels.
OMNICAREGamification in Employee Engagement
OMNICARE• Omnicare is a more IT-
centric organization that
produces pharmacy
management software --
a kind of outsourced
helpdesk for pharmacies.
OMNICARE
• Omnicare was
experiencing long wait
times at its helpdesk.
OMNICARE• The employees were
experienced and
knowledgeable about the
service. The company
wanted to gamify a solution
to improve efficiency.
OMNICARE• It started by adding a
leaderboard and showing
the reps the board. They
also issued cash rewards
to employees with the
fastest times on the floor.
OMNICARE• However, the results weren't
what management expected.
Immediately wait times
increased and employee
turnover spiked; people were
quitting their jobs and customer
satisfaction plummeted.
OMNICARE• The difference here
versus the Target
example is that the
client didn't think about
what was motivating the
reps.
OMNICARE• These helpdesk employees
were high tech and,
according to Zichermann,
felt like they already had a
sense of control over their
own life.
OMNICARE• When Omnicare
introduced a scoring
system as it did, these
employees felt like Big
Brother was watching
them.
OMNICARE• "To a Target cashier, it's
positive feedback to a
high-end helpdesk rep,
it's Big Brother," says
Zichermann.
OMNICARE• So Omnicare iterated and
changed the design of the
system. Now instead of
being all about time and
motion, they set up a series
of achievements that reps
could reach.
OMNICARE• The reps are given a
challenge at the beginning
of every shift. For example, a
helpdesk support analyst
might receive a note like this
at the beginning of their
shift.
OMNICARE• "Today find three
customers who have a
specific problem with
billing and help them
with billing."
OMNICARE• As they progress through
these series of challenges,
they are given short-term
rewards that are
achievement and
recognition oriented (non-
cash incentives).
OMNICARE• "Time in their waiting
queue was halved,
customer satisfaction
went back up and
employee turnover was
down.
OMNICARE• It's a very different design,
but with the same core
premise and with wildly
different results," says
Zichermann. The bottom-
line is that there is no one-
size-fits-all answer.
The Wikipedia AdventureGamification in Employee Engagement
The Wikipedia Adventure• Wikipedia is the world’s
most popular online
encyclopedia and one of the
most visited sites on the
web, but for users, it also is
known for being complicated
and intimidating.
The Wikipedia Adventure• As a result, the number of
volunteer editors has
dropped since 2007,
prompting the company to
develop “The Wikipedia
Adventure”.
The Wikipedia Adventure• It is a seven-mission,
gamified interactive
onboarding tutorial to
teach people how to edit
Wikipedia in just a few
hours.
The Wikipedia Adventure• The program takes the
user through a simulated
quest to edit an article,
meeting challenges
along the way.
The Wikipedia Adventure• They can earn badges and
barnstars for personal
accomplishments such as
bringing a piece of content up to
a higher standard and diligent
copyediting. Users can then
display their badges publicly.
The Wikipedia Adventure• According to Jake Orlowitz,
administrator and editor at
Wikipedia, 89% of the
participants who complete the
game feel more confident as
editors, 77% want to edit more,
and they make 290% more edits
than non-participants.
Bluewolf Success StoryGamification in HR
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.
Bluewolf
• Bluewolf has employed gamification as a method of increasing employee adoption and engagement, and they developed our own gamification program, called PRIME, to drive user behavior internally.
Bluewolf
• They awarded points for large
wins, like closing a deal or
speaking at a conference, and
smaller victories, like writing a
blog post (10 points!) or sharing
Bluewolf messaging on social
media.
Bluewolf
• By gamifying the process of
giving feedback, employees are
more likely to give formal
feedback to another user inside
of our HR platform instead of
just sharing it more casually.
Bluewolf
• Bluewolf has always been eager
to give a big thank you to those
who step in and help deliver
amazing customer moments.
Now with PRIME, they are
encouraged to deliver that same
recognition via badges in Chatter.
Bluewolf
• From the everyday tasks, like adding
contact roles to an opportunity, to the
more involved, like sharing an amazing
customer story on our monthly company-
wide All Hands Call, employees are
always looking for ways to go above and
beyond in my day-to-day tasks, driven by
the thrill of a job well done — and more
points.
Target Stores Case StudyGamification in Employee Engagement
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.
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