AN ORGANIZATIONAL SIXTH SENSE
80 percent of US workers believe that gaming is a better way to learn.
Gamification is a hyperactive learning model. Being able to provide progressive experiences in the disrupted and saturated environment allow organizations to build better, stronger, deeper, and more meaningful relationships with its consumers, and more importantly — its own employees.
This is not about playing games. This is not even about organizations wanting to invest in building the morale of its employees. This is about what gamification can do — assess and improve the agility of its employees in being able to handle unexpected challenges.
Business leaders constantly want to understand the merits of their employees, their openness in being able to cope with the rising challenges, and how their employees are able to handle the challenges without giving rise to drastic consequences.
BRIDGING THE TALENT GAP ONE REWARD AT A TIME
The talent gap, because of the pandemic, is widening at a rapid pace.
When the pandemic grappled the world, the US experienced a considerable impact in internship hiring. In order to attract interns over the course of the summer, PwC set up a virtual internship program to handle 3,000 interns.
Called ‘PwC: The Game!‘, the interactive app-based trivia game, consisted of 12 questions surrounding PwC, facilitating interns to learn key digital skills and digital strategies.
This virtual program was very important for PwC, because every year 90% of the firm‘s interns end up landing a full-time role with the management consulting giant.
Unlike traditional, passive and mundane training formats, a training model based on gamification helps organizations understand where they stand. The pandemic has checkmated every industry. It’s only fair that organizations invest in routinely assessing the skill sets of their employees. From understanding learning cultures to fixing knowledge gaps, gamification is the avatar sought by enterprises of all scales to address their in-house and outsourced self-development needs.
E-learning solutions based on localization and game-based rewards make way for growth engineering.
Not all employees will be open to playing the same game, and if they are to play the same game, it should be a game that adapts to the employees‘ personalities. The game should be open to adapting to the characteristics of the employee. This level of personalization allows the employee to empathize with the need for this program and therefore jump in with both feet and learn the material as expected.
THE REWARD OF BEING REWARDED IS VERY REWARDING
Companies that use gamification as a training model have witnessed a 700% increase in their conversion rate.
Gamification allows companies to simplify and fast track the hiring process.
Quizzes, challenges, prizes, trophies; these matter in a corporate world. They are part of a motivation curriculum, which boost employee engagement and overall productivity, whilst contributing to the overall well-being of the employee, and therefore the organization.
Gamification challenges have to be based on real–life and real work scenarios. This way the organization stands a chance to decipher the employees‘ attitude towards the organization, the employees‘ capabilities in addressing particular challenges, and employees‘ abilities in successfully resolving an issue.
42% of federal agencies across the globe have already incorporated game-based learning products and solutions within their training framework.
What makes gamification such a trending and powerful buzzword in the circuits of human resources is its sheer simplicity in being able to trigger real human emotions, increasing staff retention and employee knowledge-retention rates.
The pandemic has made the world distant. Employees are working remotely from remote locations. Yet they belong to an organization. Organizations, in order to build a sense of belonging and instill a feeling of oneness, have a huge responsibility on their shoulders to invoke this emotion.
93% OF MARKETERS APPRECIATE GAMIFICATION
Organizations are inventing innovative ways to keep their audience hooked to their offerings, and it doesn’t necessarily begin or end with marketing.
The gamification market, which was valued at $6.8 billion in 2018, is projected to reach $40 billion by 2024.
While it is hard to reckon, it doesn’t change the reality that 97% of employees over the age of 45 believe that learning through gamification would help them learn faster and better.
In the next five years, the global e-learning market is set to grow to a staggering $325 billion. In 2015, the industry was valued at $107 billion.
Being in an anytime/anywhere economy, organizations have to build gamification training models that will allow an employee to undertake this training course anywhere/anyplace, ensuring maximum participation.
IT IS NOT SO MUCH ABOUT WINNING AS MUCH AS IT IS ABOUT WINNING TOGETHER
According to the international labor organization, an average American millennial puts in 137 more hours than a millennial in Japan. With the same ratio of comparison, the British millennial comes short by 260 hours with an American millennial. This only gets worse for the American millennial when he pits himself against the French millennial. Compared to the French millennial, the American millennial puts in 499 extra hours at work.
Employees are under a lot of stress, whether they are working on-site or remotely. When stressed, the best way to get through to the brain is through a reward-oriented exercise. The brain is more receptive when it knows it has something to gain.
The objective here is not to demoralize the employees, rather provide real-time performance feedback based on the activity feeds, giving them a sense of belonging.
Some of the best games are those games that can be played with teammates. E-learning modules allow leaders to direct employees to learn collaboratively, participate as a member of the team and motivate each other to do better and collectively take the prize, all in a day‘s work.
VARIETY IS THE SPICE OF GAMIFICATION
Gamification is not only a strategy that is used to train existing employees but also a recruitment strategy to hire new talent.
When the world‘s largest pizza company, Domino’s Pizza, wanted its new employees to be well-versed with the menu and its proprietary pizza-making process, it contacted AllenComm.
AllenComm, a digital learning agency, executed a user-friendly pizza maker course for the pizza giant to onboard its new employees.
The gamification training curriculum organized, delivered, and tracked performances, while strategically laying out personalized learning paths for each employee, which resulted in an increase in competency, a reduction in costs and an increase in the overall customer satisfaction for Domino‘s Pizza.
The current market demands intense reskilling. This being a new-age requirement, only a new-age solution like gamification is equipped to fill this gap effectively.
As an AI-driven reskilling and talent intelligence platform, we understand the relevance of gamification learning programs for employees. In order to understand how an organization can draft a game-based learning program for its employees, it is imperative for organizations to learn who it is talking to. Our actionable insights help organizations determine who is proactive and who is redundant.
