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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
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021114029002028087122122082081098099104105&EXT=pdf
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