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How HR Professionals Can Use Gamification Theory to Increase Employee Engagement 33% 16% 51% U.S. Employees Engaged at Work U.S. Employees Not Engaged at Work U.S. Employees Actively Disengaged at Work Employee Performance — Lack of Initiative Unhealthy Habits, Activities Silence Would Not Recommend Company Avoids Manager Complains Loses Focus Takes Initiative Recommends Company Interacts with Manager Stays on Task Takes Responsibility Collaborative SIGNS OF DISENGAGEMENT SIGNS OF ENGAGEMENT BENEFTIS OF HIGH EMPLOYEE ENGAGEMENT Total lost in productivity in the U.S. due to actively disengaged employees according to Gallup $483B– $605B Total lost in productivity around the globe due to actively disengaged employees according to Gallup $7 TRILLION Lower Employee Turnover Lower Absenteeism Higher Productivity Higher Sales Higher Profitability Indeed, neurological brain studies have found differences in neurological activity between active gameplay and passive observation of games, suggesting that gameplay itself activates reward-related neural circuits. Gamification At Work “…a key function of games at work has been to provide respite and recovery and, in doing so, improve the positive affect people feel when they are at work.” Well-designed games give constant, measured rewards and dispense carefully-calibrated challenges that make players feel like they are continuously achieving success in the world of the game (Koster, 2004; von Ahn & Dabbish, 2006; Yee, 2006; Reeves & Read, 2009). GOALS RULES FEEDBACK VOLUNTARY PARTICIPATION Encouraging behavior that’s driven by personal rewards and comes from within the individual. Intrinsic Motivators Gaining Knowledge Sense of Accomplishment Responsibility Encouraging behavior that’s driven by external rewards and comes from outside the individual. Extrinsic Motivators Rewards Programs Financial Rewards Public Praise Trophies Point System Boundaries Collaboration Friendly Competition Autonomy to Solve Problems Themselves Instant, Consistent Feedback Shared Leaderboard Encouragement Transparency Individual Consent From Employees Cannot Be Enforced By Management or Leadership https://news.gallup.com/reports/199961/7.aspx?utm_source=SOAW&utm_campaign=StateofAmericanWorkplace&utm_medium=2013SOAWreport https://www.forbes.com/sites/danpontefract/2018/02/10/telltale-signs-of-a-disengaged-employee/#3e68204a7e3e https://poseidon01.ssrn.com/delivery.php?ID=36311409510107002607108808702307110012704400607902403106408406600011112107102508708509 9050107020030120070065117113078120105058042000066077118068004087007113065107014011081120114092107114093119119020115010025 021114029002028087122122082081098099104105&EXT=pdf SOURCES: PRESENTED BY

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Page 1: How HR Professionals Can Use Gamification Theory to ... · How HR Professionals Can Use Gamification Theory to Increase Employee Engagement 33% 16% 51% U.S. Employees Engaged at Work

How HR Professionals Can Use Gamification Theory to Increase

Employee Engagement

33%

16%

51%

U.S. EmployeesEngaged at Work

U.S. EmployeesNot Engaged at Work

U.S. Employees Actively Disengaged at Work

• Employee Performance — Lack of Initiative

• Unhealthy Habits, Activities

• Silence

• Would Not Recommend Company

• Avoids Manager

• Complains

• Loses Focus

• Takes Initiative

• Recommends Company

• Interacts with Manager

• Stays on Task

• Takes Responsibility

• Collaborative

SIGNS OF DISENGAGEMENT

SIGNS OF ENGAGEMENT

BENEFTIS OF HIGH EMPLOYEE ENGAGEMENT

Total lost in productivity in the U.S. due to actively disengaged

employees according to Gallup

$483B–$605B

Total lost in productivity around the globe due to actively disengaged employees according to Gallup

$7 TRILLION

Lower Employee TurnoverLower Absenteeism Higher Productivity

Higher Sales Higher Profitability

Indeed, neurological brain studies have found differences in neurological activity between active gameplay and passive observation of

games, suggesting that gameplay itself activates reward-related neural circuits.

Gamification At Work

“…a key function of games at work has been to provide respite and

recovery and, in doing so, improve the positive affect people feel

when they are at work.”

Well-designed games give constant, measured rewards and dispense carefully-calibrated

challenges that make players feel like they are continuously achieving success in the world of the game (Koster, 2004; von Ahn & Dabbish, 2006; Yee, 2006; Reeves & Read, 2009).

GOALS

RULES

FEEDBACK

VOLUNTARY PARTICIPATION

Encouraging behavior that’s driven by personal rewards and comes from within the individual.

Intrinsic Motivators

Gaining Knowledge

Sense of Accomplishment

Responsibility

Encouraging behavior that’s driven by external rewards and comes from outside the individual.

Extrinsic Motivators

Rewards Programs Financial Rewards

Public Praise Trophies

• Point System

• Boundaries

• Collaboration

• Friendly Competition

• Autonomy to Solve Problems Themselves

• Instant, Consistent Feedback

• Shared Leaderboard

• Encouragement

• Transparency

• Individual Consent From Employees

• Cannot Be Enforced By Management or Leadership

https://news.gallup.com/reports/199961/7.aspx?utm_source=SOAW&utm_campaign=StateofAmericanWorkplace&utm_medium=2013SOAWreport

https://www.forbes.com/sites/danpontefract/2018/02/10/telltale-signs-of-a-disengaged-employee/#3e68204a7e3e

https://poseidon01.ssrn.com/delivery.php?ID=36311409510107002607108808702307110012704400607902403106408406600011112107102508708509

9050107020030120070065117113078120105058042000066077118068004087007113065107014011081120114092107114093119119020115010025

021114029002028087122122082081098099104105&EXT=pdf

SOURCES:

PRESENTED BY