enterprise gamification as methodology to promote employee engagement

© 2015 IBM 1

Enterprise Gamification as

Methodology to Promote

Employee Engagement

From the trough of disillusionmentto the slope of enlightenment

November 17th, 2015

Patrick BartlManaging Consultant

G

© 2015 IBM 2

87%80%

68% 65%60% 60% 58% 57% 55%

Talent development

Employee engagement and

commitment

Talentretention

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

© 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

~3x1yr operating

margin

Employee Engagement

drives Business Performance

© 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

© 2015 IBM 5

Hypothesis

Enterprise Gamification promotesEmployee Engagement

© 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

© 2015 IBM 7

Approach



Definition

1) Drivers for engagement

2) Game industry



Research


2) Design Thinking


4) Scrum

5) Others

Tools




Execution

?

© 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

© 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

© 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

© 2015 IBM 11

Implementation of Game Thinking: When to use what?

Game Serious Game

GamificationPlayful DesignLong Term

Short Term

Novelty Change

Len

gth

of

Eng

ag

emen

t

Typeof Engagement

Source: Gamified UK, 2014

© 2015 IBM 12

Employee Engagement

describes the psychological state and behavioral outcomes that

lead to better performance.

Aon Hewitt, 2014

© 2015 IBM 13

AbilityDifficult Easy

Mo

tiva

tio

nLo

wH

igh

Activation Threshold

Triggers succeed

here

Triggers fail here

Source: B. J. Fogg, 2015

Fogg Behavior ModelBehavior = Motivation + Ability + Triggers

© 2015 IBM 14

Minimum Requirements

Discretional Performance

Want-to

Have-to

Pe

rfo

rman

ce

Engagement is about passion and commitment to leverage one’s

discretionary effort to help the employer succeed

© 2015 IBM 15

Approach



Definition

?1) Drivers for

engagement

2) Game industry



Research


2) Design Thinking


4) Scrum

5) Others

Tools




Execution

© 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

© 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 beself-directed

Intrinsic motivation is based on

© 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 ServicesInt. / Ext.Customer

Int. Ext.

© 2015 IBM 19

Approach



Definition

?1) Drivers for

engagement

2) Game industry



Research


2) Design Thinking


4) Scrum

5) Others

Tools




Execution

© 2015 IBM 20

Key tools to implement Enterprise Gamification

Octalyis Gamification Framework Level 1-3

IBM Better Change Method

Design Thinking

Scrum

© 2015 IBM 21

Meaning

Accomplishment

Ownership

Scarcity

Avoidance

Unpredictability

SocialInfluence

Empowerment of Creativity

Black HatMake users feel obsessed, anxious, addicted, and create a sense of urgency

White HatMake users feel powerful, fulfilled, satisfied

Left BrainLogic, ownership, analytical thought,extrinsic motivation

Right BrainCreativity, sociality, curiosity, intrinsic motivation

Octalysis Gamification Framework: Level 1

Source: Yu-kai Chou, 2015

© 2015 IBM 22

Phase 1

DiscoveryWhy would the

user initiate using the

product or service?

Phase 2

OnboardingHow do users

learn the basic tools to play the

game?

Phase 3

ScaffoldingHow to make the

journey fun?

Phase 4

EndgameHow to keep the

veterans motivated?



© 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

© 2015 IBM 25

IBM Better Change Method

ValueRealization

Focus on Strategic Execution

Focus on People Change

Transformation Strategy and Management

Stakeholder Engagement and Communications

Organization Design

ChangeLeadership

Skills and Knowledge

Culture Transformation

Source: IBM, 2015

© 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

© 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

IterationDetail

Source: IBM, 2015

© 2015 IBM 28

Approach



Definition

?1) Drivers for

engagement

2) Game industry



Research


2) Design Thinking


4) Scrum

5) Others

Tools




Execution

© 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

© 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

© 2015 IBM 31

15k Wiki visits

>2kstatus 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

© 2015 IBM 34

Patrick BartlManaging Consultant

IBM GermanyNahmitzer Damm 1212277 Berlin

Email: [email protected]: www.linkedin.com/in/patrickbartlTwitter: @bartlpatrick