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© 2015 IBM 1
Enterprise Gamification as
Methodology to Promote
Employee Engagement
From the trough of disillusionment
to t...
© 2015 IBM 2
87%
80%
68% 65%
60% 60% 58% 57% 55%
Talent
development
Employee
engagement and
commitment
Talent
retention
Wo...
© 2015 IBM 3
9.9%
14.3%
27.4%
Low traditional
engagement
companies
High traditional
engagement
companies
High sustainable
...
© 2015 IBM 4
Gartner Hype Cycle for Social Software
Expectations
Innovation
Trigger
Peak of
Inflated
Expectations
Trough o...
© 2015 IBM 5
Hypothesis
Enterprise Gamification promotes
Employee Engagement
© 2015 IBM 6
Approach
1) Enterprise
gamification
2) Employee
engagement
Definition
?
1) Drivers for
engagement
2) Game ind...
© 2015 IBM 7
Approach
1) Enterprise
gamification
2) Employee
engagement
Definition
1) Drivers for
engagement
2) Game indus...
© 2015 IBM 8
Enterprise Gamification
is the use of game mechanics and experience design in a
non-game context to motivate ...
© 2015 IBM 9
35yrs
Source: Entertainment Software Association, 2015
Average age of gamers
44% Female gamers
74% Gamers old...
© 2015 IBM 10
Playful Design vs. Gamification
vs. Serious Games vs. Game
Playful Design
Gamification
Serious Game
Game
Gam...
© 2015 IBM 11
Implementation of Game Thinking: When to use what?
Game Serious Game
GamificationPlayful DesignLong Term
Sho...
© 2015 IBM 12
Employee Engagement
describes the psychological state and behavioral outcomes that
lead to better performanc...
© 2015 IBM 13
Ability
Difficult Easy
Motivation
LowHigh
Activation
Threshold
Triggers
succeed
here
Triggers
fail here
Sour...
© 2015 IBM 14
Minimum Requirements
Discretional
Performance
Want-to
Have-to
Performance
Engagement is about passion and co...
© 2015 IBM 15
Approach
1) Enterprise
gamification
2) Employee
engagement
Definition
?
1) Drivers for
engagement
2) Game in...
© 2015 IBM 16
67%
Say
2 pts 56%
Stay
0 pts 58%
Strive
1 pts
Source: Aon Hewitt, 2014; Ray Baumruk and Bob Gorman, 2006
The...
© 2015 IBM 17
Autonomy
MasteryPurpose Discipline
DRIVE
Source: Daniel H. Pink, 2009
Willingness to
do something
for a reas...
© 2015 IBM 18
Business
Process
Input
Int. / Ext.
Supplier
Strive
Stay
Say
Customer
Satisfaction
Customer
Loyalty
Productiv...
© 2015 IBM 19
Approach
1) Enterprise
gamification
2) Employee
engagement
Definition
?
1) Drivers for
engagement
2) Game in...
© 2015 IBM 20
Key tools to implement Enterprise Gamification
Octalyis Gamification Framework Level 1-3
IBM Better Change M...
© 2015 IBM 21
Meaning
Accomplishment
Ownership
Scarcity
Avoidance
Unpredictability
Social
Influence
Empowerment
of Creativ...
© 2015 IBM 22
Phase 1
Discovery
Why would the
user initiate
using the
product or
service?
Phase 2
Onboarding
How do users
...
© 2015 IBM 23
Bartle‘s Four Player Types
as basis for Octalysis Gamification Framework: Level 3
Killers Achievers
Socializ...
© 2015 IBM 24
Octalysis Gamification Framework: Level 3
Killers
Socializers
Explorers
Achievers
Discovery Onboarding Scaff...
© 2015 IBM 25
IBM Better Change Method
Value
Realization
Focus on Strategic Execution
Focus on People Change
Transformatio...
© 2015 IBM 26
IBM Design Thinking Method
Understand
Explore
Prototype
Evaluate
Hills Sponsor Users
Playbacks
Empathy.
Gene...
© 2015 IBM 27
Scrum enables an agile project management
Vision Iteration 1 Iteration 2 Iteration 3 Iteration n
Implementat...
© 2015 IBM 28
Approach
1) Enterprise
gamification
2) Employee
engagement
Definition
?
1) Drivers for
engagement
2) Game in...
© 2015 IBM 29
We are making markets by
transforming industries and
professions with data
We are remaking enterprise IT
for...
© 2015 IBM 30
Seamless adoption of a
new CRM solution by up
to 60,000 employees
worldwide, piloted by
~4,000 employees
Obj...
© 2015 IBM 31
15k
Wiki visits
>2k
status updates
+63% more
log ins per
user per
week
76% enjoyed
participating in
the chal...
© 2015 IBM 32
Hypothesis
Enterprise Gamification promotes
Employee Engagement
© 2015 IBM 33
Thank you!
© 2015 IBM 34
Patrick Bartl
Managing Consultant
IBM Germany
Nahmitzer Damm 12
12277 Berlin
Email: Patrick.Bartl@de.ibm.com...
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Enterprise Gamification as Methodology to Promote Employee Engagement

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Talent development as well as employee engagement and commitment are the most important workforce challenges for enterprises today. The majority of employees in the Western world are either indifferent or unengaged. Social science suggests that employee motivation drives employee engagement which in turn drives customer satisfaction and loyalty. This means that employee engagement has a direct impact on the performance. Companies with high sustainable engagement achieve the threefold operating margin compared to companies with low traditional engagement. Enterprise gamification offers a solution to promote engagement across the company.

Gaming in general is for everybody. This is mainly driven by the digitalization and evolution of video games. The democratic shift entails generations of digital natives that grow up with games. Gaming is therefore omnipresent in their lives. However, gamification is not a form of pure fun at work or a video game on top of work. Gamification aims to leverage the ludic drive of humans embedded in a state-of-the-art technological environment. It is defined as the use of game mechanics and experience design in a non-game context to (digitally) engage and motivate employees to achieve their objectives and in turn meet aligned organizational goals. This can help to move a significant part of the indifferent employees into the group of engaged to highly engaged employees.

Publié dans : Business
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  • Excelent work, congrats!
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  • Pretty solid, I would like to see more thoughts on how to use SCRUM when designing a Gamification strategy :)
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  • Grazie mille Jessica!
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  • Very interesting! Thanks Patrick!
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Enterprise Gamification as Methodology to Promote Employee Engagement

  1. 1. © 2015 IBM 1 Enterprise Gamification as Methodology to Promote Employee Engagement From the trough of disillusionment to the slope of enlightenment November 17th, 2015 Patrick Bartl Managing Consultant G
  2. 2. © 2015 IBM 2 87% 80% 68% 65% 60% 60% 58% 57% 55% Talent development Employee engagement and commitment Talent retention Workforce productivity Sourcing and recruiting Performance management evaluation Talent management Rapid development of workforce skills Collaboration and knowledge sharing Source: IBM CHRO Study 2014; n=320 [CHRO only] Importance of workforce challenges today Talent development and employee engagement are the highest priorities of CHROs
  3. 3. © 2015 IBM 3 9.9% 14.3% 27.4% Low traditional engagement companies High traditional engagement companies High sustainable engagement companies Source: Towers Watson, 2012; n=50 ~3x 1yr operating margin Employee Engagement drives Business Performance
  4. 4. © 2015 IBM 4 Gartner Hype Cycle for Social Software Expectations Innovation Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Gamification Plateau will be reached in 2 to 5 years Source: Gartner, July 2015 Time
  5. 5. © 2015 IBM 5 Hypothesis Enterprise Gamification promotes Employee Engagement
  6. 6. © 2015 IBM 6 Approach 1) Enterprise gamification 2) Employee engagement Definition ? 1) Drivers for engagement 2) Game industry 3) Link between gamification and engagement 4) Applications and case studies Research 1) Octalysis Gamification Framework 2) Design Thinking 3) Change Management 4) Scrum 5) Others Tools 1) Application of methods in gamification projects at IBM 2) Analysis of results 3) Hypothesis verification / falsification Execution
  7. 7. © 2015 IBM 7 Approach 1) Enterprise gamification 2) Employee engagement Definition 1) Drivers for engagement 2) Game industry 3) Link between gamification and engagement 4) Applications and case studies Research 1) Octalysis Gamification Framework 2) Design Thinking 3) Change Management 4) Scrum 5) Others Tools 1) Application of methods in gamification projects at IBM 2) Analysis of results 3) Hypothesis verification / falsification Execution ?
  8. 8. © 2015 IBM 8 Enterprise Gamification is the use of game mechanics and experience design in a non-game context to motivate and (digitally) engage employees to achieve their objectives and in turn meet aligned organizational goals. Patrick Bartl, 2015
  9. 9. © 2015 IBM 9 35yrs Source: Entertainment Software Association, 2015 Average age of gamers 44% Female gamers 74% Gamers older than 18yrs Gamification is for everybody
  10. 10. © 2015 IBM 10 Playful Design vs. Gamification vs. Serious Games vs. Game Playful Design Gamification Serious Game Game Game Thinking Game Elements Game Play Just for Fun Source: Andrzej Marczewski, 2013
  11. 11. © 2015 IBM 11 Implementation of Game Thinking: When to use what? Game Serious Game GamificationPlayful DesignLong Term Short Term Novelty Change Length ofEngagement Type of Engagement Source: Gamified UK, 2014
  12. 12. © 2015 IBM 12 Employee Engagement describes the psychological state and behavioral outcomes that lead to better performance. Aon Hewitt, 2014
  13. 13. © 2015 IBM 13 Ability Difficult Easy Motivation LowHigh Activation Threshold Triggers succeed here Triggers fail here Source: B. J. Fogg, 2015 Fogg Behavior Model Behavior = Motivation + Ability + Triggers
  14. 14. © 2015 IBM 14 Minimum Requirements Discretional Performance Want-to Have-to Performance Engagement is about passion and commitment to leverage one’s discretionary effort to help the employer succeed
  15. 15. © 2015 IBM 15 Approach 1) Enterprise gamification 2) Employee engagement Definition ? 1) Drivers for engagement 2) Game industry 3) Link between gamification and engagement 4) Applications and case studies Research 1) Octalysis Gamification Framework 2) Design Thinking 3) Change Management 4) Scrum 5) Others Tools 1) Application of methods in gamification projects at IBM 2) Analysis of results 3) Hypothesis verification / falsification Execution
  16. 16. © 2015 IBM 16 67% Say 2 pts 56% Stay 0 pts 58% Strive 1 pts Source: Aon Hewitt, 2014; Ray Baumruk and Bob Gorman, 2006 The employee advocates for the organization to co- workers, and refers potential employees and customers. The employee has an intense desire to be a member of the organization despite opportunities to work elsewhere. The employee exerts extra time, effort and initiative to contribute to the success of the business. Engaged employees consistently demonstrate three general behaviors
  17. 17. © 2015 IBM 17 Autonomy MasteryPurpose Discipline DRIVE Source: Daniel H. Pink, 2009 Willingness to do something for a reason Getting better at something that matters Desire to be self-directed Intrinsic motivation is based on
  18. 18. © 2015 IBM 18 Business Process Input Int. / Ext. Supplier Strive Stay Say Customer Satisfaction Customer Loyalty Productivity Profitability Employee RetentionPurpose Mastery Autonomy Output Employee Engagement Customer Experience Trigger Ability Motivation Employee Experience Business Performance Behavioral Outcomes Products and Services Int. / Ext. Customer Int. Ext.
  19. 19. © 2015 IBM 19 Approach 1) Enterprise gamification 2) Employee engagement Definition ? 1) Drivers for engagement 2) Game industry 3) Link between gamification and engagement 4) Applications and case studies Research 1) Octalysis Gamification Framework 2) Design Thinking 3) Change Management 4) Scrum 5) Others Tools 1) Application of methods in gamification projects at IBM 2) Analysis of results 3) Hypothesis verification / falsification Execution
  20. 20. © 2015 IBM 20 Key tools to implement Enterprise Gamification Octalyis Gamification Framework Level 1-3 IBM Better Change Method Design Thinking Scrum
  21. 21. © 2015 IBM 21 Meaning Accomplishment Ownership Scarcity Avoidance Unpredictability Social Influence Empowerment of Creativity Black Hat Make users feel obsessed, anxious, addicted, and create a sense of urgency White Hat Make users feel powerful, fulfilled, satisfied Left Brain Logic, ownership, analytical thought, extrinsic motivation Right Brain Creativity, sociality, curiosity, intrinsic motivation Octalysis Gamification Framework: Level 1 Source: Yu-kai Chou, 2015
  22. 22. © 2015 IBM 22 Phase 1 Discovery Why would the user initiate using the product or service? Phase 2 Onboarding How do users learn the basic tools to play the game? Phase 3 Scaffolding How to make the journey fun? Phase 4 Endgame How to keep the veterans motivated? Octalysis Gamification Framework: Level 2 Source: Yu-kai Chou, 2015
  23. 23. © 2015 IBM 23 Bartle‘s Four Player Types as basis for Octalysis Gamification Framework: Level 3 Killers Achievers Socializers Explorers "I will search for treasure / reward" "I will dig around for information" "I will empathize with others" "I want to beat other people" Acting Interacting Players World Source: Richard Bartle, 1996
  24. 24. © 2015 IBM 24 Octalysis Gamification Framework: Level 3 Killers Socializers Explorers Achievers Discovery Onboarding Scaffolding Endgame Source: Yu-kai Chou, 2015
  25. 25. © 2015 IBM 25 IBM Better Change Method Value Realization Focus on Strategic Execution Focus on People Change Transformation Strategy and Management Stakeholder Engagement and Communications Organization Design Change Leadership Skills and Knowledge Culture Transformation Source: IBM, 2015
  26. 26. © 2015 IBM 26 IBM Design Thinking Method Understand Explore Prototype Evaluate Hills Sponsor Users Playbacks Empathy. Generate personas and as-is scenarios Diverge. Generate to-be scenarios Build. Generate wireframes and mockups Measure. Evaluate prototypes with stakeholders. Source: IBM, 2015
  27. 27. © 2015 IBM 27 Scrum enables an agile project management Vision Iteration 1 Iteration 2 Iteration 3 Iteration n Implementation & Developer Testing Quality Assurance & Acceptance Testing Evaluation & Prioritization Detailed Requirements Design & Analysis Deployment Iteration Detail Source: IBM, 2015
  28. 28. © 2015 IBM 28 Approach 1) Enterprise gamification 2) Employee engagement Definition ? 1) Drivers for engagement 2) Game industry 3) Link between gamification and engagement 4) Applications and case studies Research 1) Octalysis Gamification Framework 2) Design Thinking 3) Change Management 4) Scrum 5) Others Tools 1) Application of methods in gamification projects at IBM 2) Analysis of results 3) Hypothesis verification / falsification Execution
  29. 29. © 2015 IBM 29 We are making markets by transforming industries and professions with data We are remaking enterprise IT for the era of cloud. We are enabling systems of engagement for enterprises. And we are leading by example. We are making a new future for our clients, our industry and our company. 01 02 03 30,000+ 250,000 300,000 200,000 IBMers active in Client Collaboration Hubs for our top 300 accounts Employees collaborated in an online Jam to shape nine practices that distinguish IBMers Active IBM users on our Connections social platform Connections communities established by employees for projects, areas of expertise or general interests The IBM Strategy Source: IBM, 2013
  30. 30. © 2015 IBM 30 Seamless adoption of a new CRM solution by up to 60,000 employees worldwide, piloted by ~4,000 employees Objectives Internal promotion of IBM Connections as enterprise social network (ESN) in Germany, Austria and Switzerland Source: IBM, 2015
  31. 31. © 2015 IBM 31 15k Wiki visits >2k status updates +63% more log ins per user per week 76% enjoyed participating in the challenges >850 participants CRM 79% would like to participate again in a similar initiative +33% more log ins overall per day +17% more status updates per week ESN +11% more unique users per week Source: IBM, 2014 Enterprise Gamification helped to achieve these results
  32. 32. © 2015 IBM 32 Hypothesis Enterprise Gamification promotes Employee Engagement
  33. 33. © 2015 IBM 33 Thank you!
  34. 34. © 2015 IBM 34 Patrick Bartl Managing Consultant IBM Germany Nahmitzer Damm 12 12277 Berlin Email: Patrick.Bartl@de.ibm.com LinkedIn: www.linkedin.com/in/patrickbartl Twitter: @bartlpatrick

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