Gamification for staff motivation: why it is useful for over-productive company

Our command will briefly explain why gamification is an interesting tool discussed in the HR community

One of the main reasons why gamification is good is that it unloads the brain.

After all, as you know, many adults come home after work and play computer games in order to get a little distracted and relax. According to research Insight ONE, most Russians play computer games, and the average age of a player is 30 years.

Moreover, even those who do not play computer games, nevertheless, are able to get involved and spend time playing with their child (89% of parents). And this definitely plays a plus in gamification, even for those who are not inclined to play video games.

The process of getting involved in a game is simpler than trying to get involved. Accordingly, a gamified version of the work = an increase in engagement and productivity.

In fact, the gamification of labor takes some part of the usual computer games, replacing them with a gamified version of the working interaction (points, competitive aspect, etc.), similar to a computer game. And it doesn’t take away because instead of computer games the staff “plays” at work, but because they don’t need to unload their brain so much.

Gamification allows you to move from the model “I can + I do not want” / “I can + I must” to the model “I can + I want”

“I can + I don’t want” gives rise to such problems of employees as “I wanted, but didn’t have time” and “I forgot”, and “I can + I must”, although it brings a good result, but, alas, this is not the level of companies “ VKontakte and Yandex, where everyone works thanks to their enthusiasm. The latter model, by the way, is inherent in our Russian system.

“I can + I want”, in turn, is the ideal model: a modern employee is not only interested in material rewards, but also the possibility of self-realization in the form of recognition, social status, interest in the work itself and the tasks set. As an example HSE study confirms this thesis. By the way, the same can be said about other countries.

In other words, the above needs are just what gamification satisfies. In this, public points, ratings, and other things that are important for recognition among colleagues, that appear on the screen, help her.

There are two types of gamification:

1. Complex – when almost absolutely all processes are replaced by game mechanics aimed at virtual training of employees (logistics management, sales, etc.).

As a result, reduced staff training costs and reduced cuts.
Example case.

The main disadvantage: high cost.
The main feature: it is aimed not at making real profit, but at purely training and unloading HR managers.

2. Simple – when virtual stimuli and (or) virtual elements are added to the usual work.

Virtual incentives can be in the form of 10,000 gold on the account of sales for a closed transaction. Virtual elements, in turn, represent a framework, a form of presentation.
For example, this can be presented either in the form of a particularly colorful version – a trip to the orcs, or in a more restrained form, but with the presence of metaphors – neutral visualization of the company with different visual incentives that appear in the windows / menus of the gamified interface.

An example of the successful implementation of those same virtual incentives can be seen here.

The main question: why use virtual incentives, if there are real ones – material ones?

Because the salary is perceived only as an exchange of efforts, and game points, especially public and virtual, add a competitive aspect and a desire to fulfill oneself, seeing clearly the fruits of one’s labors. And this, in turn, gives rise to the very increasing motivation that is inherent in large companies like Yandex or VKontakte.

If everything is quite clear with self-realization and increased interest, then the case with the competitive aspect from the introduced gamification can be expressed in a simple sentence:

“If you publicly post the performance indicators of employees of a department and give them the opportunity to change the ratio of points, performing KPI and ahead of each other, then the desire to be among the first will definitely take their toll”

Reasons why gamification works for a long time

In the book of Nir Eyal “Hooked. On the hook ”is painted in detail about the so-called“ triggers ”that force you to perform certain actions in order to receive a reward. The awards, as we found out above, can be, for example, 10,000 gold coins for a closed transaction.

Neil Eyal highlights 3 types of awards:

1. Social reward / recognition: desire to demonstrate excellence and get likes.
The employee performs the plan best of all and receives a large number of gold coins, a public award in the form of an icon from the management and the highest position in the virtual gamified space.

2. Hunting / gathering: a tendency to collect rewards, social points, etc.
The employee will be interested in earning points for completing fast / uncomplicated tasks.

3. Internal reward: improvement of skills and mastery.
The employee sees the results of his work and experiences a deep sense of self-realization within his profession.

The second point seems to be the most interesting, since the indicator “Retention” (trans. Return) is responsible for maintaining interest and forming a habit. It is Retention communications that permeate the gamification process and allow you to have a high, almost eternal life span of gamification in the company, as well as be in active demand in the market.

Following Retention and the large amount of time invested in the “game,” there is a good reason to really value the product. The longer and more often interaction with a gamified service – the faster it becomes a habit, because for the formation of stable habits in physiology required about 2 months of daily recurrence.

Thus, having formed a consumption habit and investing their own time and effort in a gamified version of the work, employees will value the earned money more, and as a result, it will be more difficult not to force them to use the service, but to wean them from using it.

In custody

The algorithm of the possible benefits of introducing a tool such as “gamification” will look like this:
1. Creation of intangible motivation through self-realization and (or) competitive aspect.
2. Improving staff performance, aimed not just at results, but at “super results”.
3. Increased company sales and reduced load from HR managers.

Our team “Kauri»Also develops gamification to increase staff motivation and involvement. If your projects or business games require visualization, we will be happy to help!

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