Apple Bee Case Study Aspire DWP Case Study Idea Street KEAS Success Story Kudos Badges LIVE OPS Case Study Loyalty One Case Study Microsoft Case Study Next Jump Case Study

1. 10 Compelling Case Studies
Gamification in Employee Engagement

2. Prepared By
Manu Melwin Joy
Assistant Professor
SCMS School of Technology and Management
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.

3. 10 Compelling Case Studies
1. Apple Bee Case Study
2. Aspire
3. DWP Case Study
4. Idea Street
5. KEAS Success Story
6. Kudos Badges
7. LIVE OPS Case Study
8. Loyalty One Case Study
9. Microsoft Case Study
10. Next Jump Case Study

4. Apple Bee Case Study
• With an employee turnover
rate of 135%, the restaurant
industry must invest
significant sums to cover
the cost of repeat employee
recruiting and onboarding.

6. Apple Bee Case Study
• To increase employee
retention and “combat
churn,” RMH Franchise
Corp., one of the largest
franchisees in the
Applebee’s system, turned
to gamification.

7. Apple Bee Case Study
• The franchise launched Bee
Block, a website operated
by Bunchball, to foster
employee engagement and
loyalty.

9. Apple Bee Case Study
• Designed to improve
punctuality, sales and
service, the game provides
each employee an online
profile and trophy case.

10. Apple Bee Case Study
• Leaderboards track the
activities Applebee’s wants to
reinforce, including clocking
in on time or selling brownie
bites, and issues “Bee Block
Missions” such as upselling
appetizers or growing check
averages.

12. Apple Bee Case Study
• Participation is encouraged
by “Bee TV” – televisions in
each restaurant where
employees can view real-
time data on themselves
and their peers.

13. Apple Bee Case Study
• “Seventy three percent of
our employees are under
31 years old, making them a
prime target for
gamification,” noted Robin
Jenkins, regional marketing
manager for RMH.

14. Apple Bee Case Study
• Since the program was
launched in December
2013, more than 3,000
users have generated
30,000 sessions, Jenkins
said.

15. Apple Bee Case Study
• Check averages have gone
up and employee turnover
has dropped by more than
20% – all without the use of
any tangible rewards.

16. Apple Bee Case Study
• The company does plan to add
rewards in the next iteration but,
according to Jenkins, they will be
“status and reputation building”
such as offering kitchen staff
different-colored chef jackets to
denote their higher status within
the game.

17. Apple Bee Case Study
• RMH also plans to integrate
social media into the
program so that users can
share the badges they’ve
earned or get rewarded for
using company hashtags.

18. ASPIRE
Gamification in Employee Engagement

19. CISCO
• Cisco use gamification
across a number of key
programs. One program
where they have
extensively incorporated
gamification techniques is
their Social Media Training
Program.

20. CISCO
• This program offers a
unique opportunity for
employees and contractors
at Cisco to build their social
media skillset. And the
opportunity to leverage the
skills they learn is manifold.

22. CISCO
• For example, sales account
managers learn to use
Twitter to reach their
customers and human
resources representatives
learn to use LinkedIn to
reach potential candidates.

23. CISCO
• And, there are many other
job roles that benefit
through social media, such
as marketing (of course!)
and product development.

24. Progression Levels
• The Social Media Training
Program includes three
levels of certification:
– Specialist
– Strategist and
– Master.

25. Progression Levels
• Each level of certification
requires players to show
increasing levels of social
media expertise.

26. Progression Levels
• At the Specialist level,
players are required to take
15 courses. At the Strategist
level, players are required
to take an additional 13
courses and author a blog
post.

27. Progression Levels
• And, at the Master level,
players are required to 10
courses and create case
study illustrating an
integrated social media
initiative or create a social
media strategy.

28. Progression Levels
• In addition, there are also
four sub-specializations
available:
– Social Media for HR
– Social Media for Sales
– Social Media for Executive
Communication Managers
– Social Media for Internal
Partner Teams

30. Bring Fun into the Mix with Team Challenges
• In addition, the program
incorporates team
challenges where players
can join together in small
teams or participate as an
entire organization to
complete the certification.

31. Bring Fun into the Mix with Team Challenges
• This is an effective way for
individuals in an
organization to grow new
skills together. And players
earn badges for completing
team challenges.

33. Firing up Motivation
• Learning is often an
intrinsically motivated
activity. Individuals enjoy the
challenge of learning new
skills. And, learning new
professional skills can help
them advance in their
careers.

34. Firing up Motivation
• And, when you combine the
intrinsic motivation with
gamification techniques,
this further encourages
participation and
engagement. The Social
Media Training program
and the use of gamification
drive engagement through
various techniques.

35. Firing up Motivation
• Exploration
– Players have fun exploring
social media topics. There
are many courses available,
and participants can learn
about the different aspects
of social media through the
courses.

36. Firing up Motivation
• Progression Loops
– With three levels of
certification, four sub-
specializations, and mid-way
level accomplishments, players
can progress through multiple
levels of learning. Each class
completed is a small challenge
achieved. And, each level of
certification is the larger
challenge. The goal of the game
is to get from Specialist to
Master for the core learning
track.

37. Firing up Motivation
• Teamwork
– Humans are social animals.
And, the team challenges
allow players to collaborate
and compete with each
other. Working together as a
team to achieve a goal can
be fun.

38. Firing up Motivation
• Over 650 individuals have
been certified with more
than 13,000 courses taken.
And, this number continues
to grow every day.

39. DWP Case Study
Gamification in Employee Engagement

40. DWP Case Study
• The United Kingdom’s
Department of Work
and Pensions created
an application called
Idea Street.

42. DWP Case Study
• The purpose was to
increase employee
collaboration and
facilitate the sharing
of new project ideas.

44. DWP Case Study
• The satisfaction of
contributing ideas, getting
quick feedback, receiving
badges, and moving up on
the leaderboard has
motivated the department’s
employees to use the
application.

45. DWP Case Study
• Within the first 18
months, about 4,000
employees generated
1,400 new candidate
projects on Idea Street.

46. DWP Case Study
• From this, 63
projects have been
implemented by the
Department.

47. Idea Street
Gamification in Employee Engagement

48. Prepared By
Manu Melwin Joy
Assistant Professor
SCMS School of Technology and Management
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.

49. Idea Street
• The United Kingdom’s
Department of Work
and Pensions created
an application called
Idea Street.

51. Idea Street
• The purpose was to
increase employee
collaboration and
facilitate the sharing
of new project ideas.

53. Idea Street
• The satisfaction of
contributing ideas, getting
quick feedback, receiving
badges, and moving up on
the leaderboard has
motivated the department’s
employees to use the
application.

54. Idea Street
• Within the first 18
months, about 4,000
employees generated
1,400 new candidate
projects on Idea Street.

55. Idea Street
• From this, 63
projects have been
implemented by the
Department.

56. KEAS Success Story
Gamification in Employee Engagement

57. KEAS
• Keas is an employee wellness
platform used by enterprises
to maintain lower group
health insurance costs and
reduce expenses such as
unnecessary sick days.

58. KEAS
• Keas employs gamification within its
platform, enabling employees from
client companies to log in to a personal
dashboard to view stats, earn awards for
achievements for completing tasks, and
even support co-workers for progress
towards their goals.

61. KEAS
• CEO Josh Stevens believes what sets
Keas apart from other employee
wellness platforms is guaranteed
engagement -- the company claims
its users check in to the platform 10
times per month -- and the social
aspect.

62. KEAS
• Employees on the network
can compete in team health
challenges for rewards such
as a reduction of their
deductible.

63. KEAS
• "The user sets goals individually that
they can report in on every day or their
wearable computer can update. You can
participate individually or on a team to
win prizes. When you're on a team
you're eligible for greater prizes. This is
by design, because people on teams are
more likely to participate."

64. KEAS
• Keas has also published some great data to supplement
their platform. Their results include:
– Keas users access the platform an average of 10 times per
month.
– 85% of users say they will use Keas again.
– Incapital, a Keas client, saw an average weight loss of 4.4lbs per
user after 79% of their employees signed up for Keas.

65. Kudos Badges
Gamification in Employee Engagement

66. Kudos Badges
• Kudos Badges are used by
the IBM Connections service.
As users gain likes of files
and information they share,
or as they approve and share
links to other files, they can
earn these badges.

67. Kudos Badges
• They are displayed with files,
and other stats users have,
and is a good competitive
but non-dramatic way to
promote heavy, diverse use
of the system for exterior
means and exterior ends.

68. Kudos Badges
• Kudos don’t incentivize
heavily, but they do seem
to work, which high Kudos
being a coveted stat on the
site.

69. Kudos Badges
• Connections continues as
another example, where it
implements a gamification
package. This is a new
concept, gamification
examples packages, and
Buncbhall’s Nitro is the one of
choice for Connections.

70. Kudos Badges
• It’s a mission-oriented
system where a user is
assigned missions, which
are simple and common
tasks that can be performed
in Connections itself.

71. Kudos Badges
• As missions are completed,
levels are earned, and the
standing of a user as an
expert in the community
will be higher.

72. Kudos Badges
• This earns them higher
regard and higher respect
from others, and gives
them a strong and
empowered identity within
the service.

73. LIVE OPS CASE STUDY
Gamification in Employee Engagement

74. LIVE OPS CASE STUDY
• Live Ops, a call center
outsourcing firm with more
than 20,000 independent
agents from across the
nation who work from
home.

76. LIVE OPS CASE STUDY
• It wanted to gamify its
employees’ activities in
order to engage them in
their work and decrease
their turnover rate.

77. LIVE OPS CASE STUDY
• Andre Bourque of Social
Media Today describes how
the employees interact with
their new gamified system.

78. LIVE OPS CASE STUDY
• Employees earned points
based on their speed in
completing customer
service calls, the number of
calls they take, and the level
of customer satisfaction
they receive.

79. LIVE OPS CASE STUDY
• The new program
experienced an 80%
adoption rate in the
first week!

80. LIVE OPS CASE STUDY
• Adopters outperformed
non-users by 23% in their
call metrics and their
length of employment
doubled the company’s
previous average.

81. Loyalty One Case Study
Gamification in Employee Engagement

82. Loyalty One Case Study
• COLLOQUY Research
Director Jeff Berry shared
results of two gamificiation
initiatives that Toronto-
based LoyaltyOne uses to
engage its 1,600
employees.

83. Loyalty One Case Study
• The first, LoyaltyOne’s Pass It On
program, is an interactive
initiative through which every
associate is given a bank of
points that they can use to
reward their peers. Associates
can also recognize and thank
their peers without awarding
points.

84. Loyalty One Case Study
• Leaderboards show how often a
player is a recognizer or being
recognized. To date, 97% of
1,500 associates are active in the
program, and 40% of the
recognitions come with no
points, “which shows that we’re
creating a culture of recognizing
as well as rewarding,” Berry said.

85. Loyalty One Case Study
• The second initiative took
place in December 2013,
when LoyaltyOne launched
the Move and Earn
program.

86. Loyalty One Case Study
• The company gave all
employees a FitBit device
through which they could
set their own goals for
number of steps per day.

87. Loyalty One Case Study
• To date, 59% of employees
are participating in the
program (up from an industry
average of 30%) and they’ve
increased the number of
steps they take on a daily
basis by 27%, Berry said.

88. Loyalty One Case Study
• Both of these programs
have contributed to high
associate engagement
scores with 88% of
associates stating that they
are proud to work for the
company.

89. Microsoft Case Study
Gamification in Employee Engagement

90. Microsoft
• The Challenge: Microsoft has
myriad language localization
needs for its many products,
and ensuring that
translations were accurate
and made sense was a huge
challenge for just one team.

91. Microsoft
• Gamified Solution: Microsoft built a
“Language Quality" game, which
involved a very simple Silverlight
application that let users view
screens to check for language
accuracy. Microsoft included
intentionally poor translations to
make sure its employees were
actually paying attention.

92. Microsoft
• Results: 4,500 users reviewed
500,000 screens to correct or
improve translations based on
their native languages.
Microsoft Japan actually took a
company-wide day off to play
the game and ended up
winning the leaderboard.

94. Microsoft
• The Windows Language
Quality Game is a
serious game to ensure
the translation quality of
software.

95. Microsoft
• Players help verify and correct
the translations of software into
their own language. The game
not only encouraged people to
contribute to it by making it
fun, but also channeled civic
engagement by allowing
everyone to help make
Windows a better product.

96. Microsoft
• Ross Smith is the Director of
Test at Microsoft, and he has
been in the software industry
for over 20 years. He has 5
software patents, and he is
one of the authors of, “The
Practical Guide to Defect
Prevention.”

97. Microsoft
• He is currently researching the
impact of games and social
networking tools on management
education and requisite skills for
new managers. His work led to the
creation of 42projects, which is an
experiment that uses trust as the
basis for promoting individual
confidence, risk-taking, and
creativity.

99. Microsoft
• His work on productivity gaming for
next-generation employees and
management initiatives is a great
example of how gamification has
changed the professional landscape.
Such an example is the Windows
Language Quality Game, which was a
successful initiative to find a cost-
effective and fun way to increase the
quality of the native language versions of
Windows.

100. How Microsoft Leads with Gamification
• Ross understands the shifting
demographics of the workforce and
believes that companies need to
redefine how work “works”. The
future generation of employees,
Gen Y, has grown up with
technology integrated into their
daily lives, effectively changing the
way today’s world communicates,
prioritizes, and produces.

101. How Microsoft Leads with Gamification
• Gen X managers need to
understand how to bring out the
creativity of Gen Y’s unique
talents rather than inhibiting
possible risk-taking. To improve
upon management and
innovation, Ross Smith
created productivity games.

102. How Microsoft Leads with Gamification
• Productivity games are a subset
of serious games, and they
incorporate using game elements
to boost engagement and
creativity of otherwise dull or
difficult tasks. Ross believes that
games and collaborative play
help motivate and make work
fun.

103. How Microsoft Leads with Gamification
• His theory is that collaborative
play builds trust among the
players, and that trust leads to
greater experimentation. A
higher degree of
experimentation leads to
creativity, innovation, and
increased personal satisfaction.

104. How Microsoft Leads with Gamification
• In a highly competitive
business environment,
composure is needed at all
levels to ensure a high quality
product and quality of life for
employees. Composure starts
with trust, and trust can be
built with productivity games.

105. Next Jump Case Study
Gamification in Employee Engagement

106. Next Jump Case Study
• NextJump, a provider of
loyalty and rewards
programs, wanted its
employees to be more
active in order to improve
their health and to lower
healthcare premium costs.

107. Next Jump Case Study
• So NextJump opened
a free office gym, but
only 5% of its
workforce was using it
on a regular basis.

108. Next Jump Case Study
• It then set up a contest
where the top 4-5 gym-
using employees had a
chance to split a
$20,000 prize.

109. Next Jump Case Study
• Then it established cross-
office, talent-balanced
teams and a live
leaderboard
application, FitRank, to
stimulate and track
competition.

111. Next Jump Case Study
• Also, it introduced
“WOWPoints” ─
virtual currency to
incent the behavior.

113. Next Jump Case Study
• This only led to
12% employee
participation.

114. Next Jump Case Study
• Now 80% of the
workforce exercises
there 2+ times per
week.