Gamification in employee engagement - 15 compelling case studies - Manu Melwin Joy

15 Compelling Case Studies
Gamification in Employee Engagement

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.

15 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
11. Plant Ville
12. Omnicare
13. Target stores
14. The Wikipedia Adventure
15. Blue Wolf

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.

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

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

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

• 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.

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

• “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.

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

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

• 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.

• 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.

ASPIRE

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.

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.

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.

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

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

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

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.

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.

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

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.

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.

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.

• 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.

• 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.

• 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.

• 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.

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

DWP Case Study

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

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

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.

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

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

Idea Street

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

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

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.

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

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

KEAS Success Story

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.

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.

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.

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

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."

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.

Kudos Badges

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.

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.

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

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.

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.

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

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

LIVE OPS CASE STUDY

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.

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

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

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.

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

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.

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.

• 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.

• 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.

• The second initiative took
place in December 2013,
when LoyaltyOne launched
the Move and Earn
program.

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

• 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.

• 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.

Microsoft Case Study

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.

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.

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.

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

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.

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.”

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.

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.

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.

• 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.

• 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.

• 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.

• 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.

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.

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

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

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

• Also, it introduced
“WOWPoints” ─
virtual currency to
incent the behavior.

• This only led to
12% employee
participation.

• Now 80% of the
workforce exercises
there 2+ times per
week.

PLANTVILLE
Gamification in Engagement

SIEMENS
• Plantville is an innovative,
educational and fun way for
Siemens to engage
customers, employees,
prospects, students and the
general public while driving
awareness of Siemens
technologies and brand.

SIEMENS
• The game enables players
to improve the health of
their plants by learning
about and applying
industrial and infrastructure
products and solutions
from Siemens.

SIEMENS
• Gamers will be measured
on a number of Key
Performance Indicators
(KPIs), including safety, on
time delivery, quality,
energy management and
employee satisfaction.

SIEMENS
• Throughout the game,
players will be able to
interact with Pete the Plant
Manager, whose plant has
just won the "Plant of the
Year" award.

SIEMENS
• Pete shares his best
practices throughout the
game to help players
achieve outstanding results
in plant performance.

SIEMENS
• He will use webisodes, the
Plantville Cafe, Puzzlers, and
Facebook, LinkedIn and
Twitter accounts to dialogue
with gamers, provide hints to
playing the game, and host a
leader board for contestants.

SIEMENS
• In Plantville, players can
select which of the three
virtual plants they would
like to manage first: – a
bottling plant, a vitamin
plant or a plant that builds
trains.

SIEMENS
• At the start of the game, each
type of plant is faced with
different challenges. The
players must identify the
challenges facing their plant
and implement solutions to
improve the plant's KPIs.

SIEMENS
• Gamers will compete with
one another on a number of
levels, including plant-to-
plant and on specific KPIs.
Pete's leader board will keep
track of which players are
performing the best on each
of the levels.

OMNICARE

OMNICARE
• Omnicare is a more IT-
centric organization that
produces pharmacy
management software --a
kind of outsourced
helpdesk for pharmacies.

OMNICARE
• Omnicare was
experiencing long wait
times at its helpdesk.

OMNICARE
• The employees were
experienced and
knowledgeable about the
service. The company
wanted to gamify a
solution to improve
efficiency.

OMNICARE
• It started by adding a
leaderboard and showing
the reps the board. They
also issued cash rewards to
employees with the fastest
times on the floor.

OMNICARE
• However, the results weren't
what management
expected. Immediately wait
times increased and
employee turnover spiked;
people were quitting their
jobs and customer
satisfaction plummeted.

OMNICARE
• The difference here
versus the Target
example is that the
client didn't think about
what was motivating the
reps.

OMNICARE
• These helpdesk employees
were high tech and,
according to Zichermann,
felt like they already had a
sense of control over their
own life.

OMNICARE
• When Omnicare
introduced a scoring
system as it did, these
employees felt like Big
Brother was watching
them.

OMNICARE
• "To a Target cashier, it's
positive feedback to a
high-end helpdesk rep,
it's Big Brother," says
Zichermann.

OMNICARE
• So Omnicare iterated and
changed the design of the
system. Now instead of
being all about time and
motion, they set up a
series of achievements
that reps could reach.

OMNICARE
• The reps are given a
challenge at the beginning
of every shift. For example,
a helpdesk support analyst
might receive a note like
this at the beginning of
their shift.

OMNICARE
• "Today find three
customers who have a
specific problem with
billing and help them
with billing."

OMNICARE
• As they progress through
these series of challenges,
they are given short-term
rewards that are
achievement and
recognition oriented (non-
cash incentives).

OMNICARE
• "Time in their waiting
queue was halved,
customer satisfaction
went back up and
employee turnover was
down.

OMNICARE
• It's a very different design,
but with the same core
premise and with wildly
different results," says
Zichermann. The bottom-
line is that there is no one-
size-fits-all answer.

The Wikipedia Adventure

• Wikipedia is the world’s most
popular online encyclopedia
and one of the most visited
sites on the web, but for
users, it also is known for
being complicated and
intimidating.

• As a result, the number of
volunteer editors has
dropped since 2007,
prompting the company to
develop “The Wikipedia
Adventure”.

• It is a seven-mission,
gamified interactive
onboarding tutorial to
teach people how to edit
Wikipedia in just a few
hours.

• The program takes the
user through a simulated
quest to edit an article,
meeting challenges
along the way.

• They can earn badges and
barnstars for personal
accomplishments such as
bringing a piece of content up
to a higher standard and
diligent copyediting. Users
can then display their badges
publicly.

• According to Jake Orlowitz,
administrator and editor at
Wikipedia, 89% of the
participants who complete the
game feel more confident as
editors, 77% want to edit more,
and they make 290% more edits
than non-participants.

Bluewolf Success Story
Gamification in HR

Bluewolf
• Bluewolf has employed
gamification as a method of
increasing employee
adoption and engagement,
and they developed our
own gamification program,
called PRIME, to drive user
behavior internally.

Bluewolf
• They awarded points for large
wins, like closing a deal or
speaking at a conference, and
smaller victories, like writing
a blog post (10 points!) or
sharing Bluewolf messaging
on social media.

Bluewolf
• By gamifying the process of
giving feedback, employees
are more likely to give formal
feedback to another user
inside of our HR platform
instead of just sharing it more
casually.

Bluewolf
• Bluewolf has always been eager
to give a big thank you to those
who step in and help deliver
amazing customer moments.
Now with PRIME, they are
encouraged to deliver that same
recognition via badges in Chatter.

Bluewolf
• From the everyday tasks, like adding
contact roles to an opportunity, to the
more involved, like sharing an amazing
customer story on our monthly
company-wide All Hands Call, employees
are always looking for ways to go above
and beyond in my day-to-day tasks,
driven by the thrill of a job well done —
and more points.

Target Stores Case Study

• One of the most
classic examples of
gamification is
Target's approach.

• Being a cashier can
be a disconnected
job--the only time
you may get feedback
is when your drawer
count is off.

• But what Target has done
is engage employees by
encouraging them to get
in the flow when checking
out customers by making
it more game-like.

• Target stores have
implemented a little
game cashiers play
when checking people
out.

• It shows the cashier in
red and green based on
whether the item that
was just scanned was
done so in the optimum
time.

• Then they see their
immediate score on
screen and know how
"in-time" they are
with the ideal time.

• This, according to
Zichermann, illustrates a
great point--that
gamification isn't about
turning everything into a
game.

• It's about using the best
ideas from games, like
loyalty programs and
behavioral economics, to
drive the behavior that
businesses are looking for
in their employees.

• "The bias that people
have to win something is
how achievement-
oriented people tend to
view the world," says
Zichermann.

• People who are achievement-
oriented want some sort of pay-
off or prize, but people who
aren't as achievement- or
winning-oriented--which
according to Zichermann, is the
majority of people--are
rewarded through a feeling that
they control their own destiny.

• Before, as a cashier, you
didn't know how you were
doing. You just checked
people out and if you did
something wrong, your
boss would come and yell
at you.

• "The idea here is to bring
the feedback as close to the
action as possible and make
the feedback as
constructive and positive as
possible," says Zichermann.

Gamification in employee engagement - 15 compelling case studies - Manu Melwin Joy

Gamification in employee engagement - 15 compelling case studies - Manu Melwin Joy

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Gamification in employee engagement - 15 compelling case studies - Manu Melwin Joy