Fueling Self-Learning Performance Gamification

Can You Visualize this Scenario in Your Office?

  • Where everyone can be the best performer in the office, according to their individual designations and job roles?
  • Where everyone is free to perform and contribute as much as they can in their area of expertise?
  • Where individuals really do not have the time to bother about whether the other is performing better or lesser than oneself, because each one is so very busy excelling their personal best and contributing the most to their projects and thus company profits, in office hours?
Just Imagine!

Imagine the benefit to the business as a whole. Imagine the benefit to the employees (who are also the very proud contributors) associated with such a business, sporting such kind of roaring and unprecedented productivity! Imagine the kind of money that gets pumped into such a corporate house in the form of profits. Imagine how employees in turn reap resultant tangible and intangible benefits too for their single-minded focus, hard work, and ethical and company-policy-compliant money-minting activities for the company (of course after a significant share of the income is kept aside as company profits or for company development)!
Sample Gamification of an Organization for Employee Learning & Performance Improvement
 
What are some of the sample and simple areas where employees can start earning points right away, and which in turn can result in employee self-discipline, learning, and productivity?
Let all employees feel like winners. Let us create a win-win situation for all (both the employees, as well as the management). Employees can get points for engaging in a plethora of official activity, thereby ensuring that employees of all levels of capacities and capabilities have something to earn points from. This will ensure that everyone has something to feel encouraged about. This in turn will fuel their inquisitiveness and inspiration to start trying and earning points by experimenting with other productive activities too that they may not have engaged themselves with, in the past. They can earn points for, say:
  • Logging into office on time
  • Filling their time-sheets on time
  • Logging into meetings and calls on time
  • Delivering projects on time (More points for project work than work done outside of allocated hours of project work, incremental penalty points for incremental delay in delivery, from the officially scheduled project delivery time)
  • Creating and uploading unique templates for different types of documentation requirements (outside of allocated hours of project work)
  • Suggesting new and efficient processes complete with process flow diagrams (outside of allocated hours of project work)
  • Suggesting and uploading training material on new areas of research, development, business, untapped markets, and efficiency improvement in new or existing areas of function or productivity (outside of allocated hours of project work)
  • Reading up an email and replying with a meaningful input or contribution (categorization of emails as: no-points-no-reply emails, project-critical emails, team-building emails, R&D emails etc. – may be a set of buttons under the email, enabling the sender to flag an email to be of a certain type, thereby enabling monitoring of points etc.)
  • Participating in a meeting with a potential new client to discuss potential new business (for business development team members)
  • Finishing all the allocated work of the day in 8-hours time
  • Allocating work at the start of the day or by EOD of previous day. There can be penalty for work allocated late in the day, and points for finishing work allocated later in the day, before EOD
  • Wearing formals to office (There can be additional points and penalties for clothes, shoes, and accessories that are formal or informal and so on..)
  • Attending a corporate training session
  • Completing a mandatory corporate e-learning course
  • Conducting a training
  • Creating and Uploading a research or process or training document or program
  • Reading up such a research or process or training document or using such a training program
  • Attending an industry seminar or webinar (outside of allocated project hours) and posting the gist or key learner takeaways on the company’s internal social network
The Company Can Also Categorize Areas of Earning Points
  • Categorizing areas of earning points, as those applicable for:
  1. Earning badges on the company’s internal social media network over intranet
  2. Consideration in generic KRA measurement
  3. Role-specific contribution measurement
  4. Department-specific contribution measurement
  5. Productivity-specific contribution measurement
  6. Profit-specific contribution measurement
  7. Innovation-specific contribution measurement
  8. Industry-recognition and award-specific contribution measurement
  9. Training-specific contribution measurement
  10. Research and Development-specific contribution measurement
  11. Technical or Business White-Paper Development and Publishing-specific contribution measurement
  12. Process-specific contribution measurement
  13. New Business Area Identification and Implementation-specific contribution measurement
  14. New Client or Partnership Development and Implementation-specific contribution measurement
  15. Marketing and Social Presence Improvement-specific contribution measurement and so-on
Ensuring a High Level of Employee Interest and thus the Success of this Initiative
 
Also, we do not want to overwhelm our employees with so many areas of points and penalties, that they cannot keep a track on where they are earning points and where they are losing them. So we might want to introduce one area of competency for earning points, at a time. This will ensure that the assimilation and acceptance of this system is gradual, systematic, and incremental. It will enable the slow, steady and deep ingraining of this system over a period of time. This will also allow the employees enough time to fine-tune and refine their practices, based on each new competency introduced one-at-a-time. This way the employees are not bombarded with an avalanche of competencies amid which they find themselves floundering with no sense of direction.
May be a social network can be developed within the company’s intranet, over which initially posting messages, announcing team lunch, or team outdoor events, or cultural events can be a priority. This internal social network can then evolve over a period of the next 3 years, to incorporate say one new area of competency, at irregular and unpredictable intervals, such as one area of competency introduced in the first month, another after 1.5 months, another after 2 weeks, another after 2 months and so on. This can ensure retention of employee interest, and curiosity, and can even help in developing employee enthusiasm to wait for the next area of competency to be announced, and so on.
Conclusion
 
Finally, we want to ensure some real good creative programming so that all modes of posting and measurement are highly user-friendly and easy (incremental improvement using UX, which is real user consulting and feedback for improvement based on actual user experience). We also want to make this platform accessible anywhere, anytime, and by any employee (ensuring privacy, security, and access levels or limits across different public or corporate networks, and accessible over multiple devices through responsive design, and so on). This way, even an employee who is out on a project lunch or team lunch or business lunch with a client can access the photos section of the company’s internal social network, and post pictures or videos of any corporate celebration or professional/team relationship building activity on-the-fly. And finally we might want to use Big Data to measure which areas are popular and which areas are not, so that those areas, which are popular, and incur maximum employee clicks/engagement/interest/time, can be retained and refined over a period of time. On the other hand those features  that are not popular, can be either fine-tuned and refined, or discarded in the continued absence of user-participation (- if it is not a project-critical feature. A project-critical feature can rarely be unpopular, because people want to earn points that contribute to their KRA, the absence of which is dangerous, and that is such direct incentive in itself, for such a feature’s popularity).
Happy weekend 🙂