GAMIFICATION- A Human Resource Strategy
Gamification is becoming more popular and extensively used than before. Everything comes down to using gaming ideas and methods in non-gaming scenarios. In traditional human resource management model, the employees are extrinsically driven by either incentives and penalties. The paradigm shift that sees individuals as intrinsically driven creates a space for gamification, which gives several options for addressing the human resource process.
Human Resources is one sector of the companies where they started using gamification assessment. An organization using gamification assessment tends to get more creative and effective work from their employees. We’ve moved past the traditional situational judgement method and started utilizing gamification to provide actual value to organizational processes.
Competitiveness, constant reflection, teamwork, challenges, emotion, rewards, fun, and satisfaction create employee engagement to make activities more exciting through gamification. Gamification has an active and significant potential in the employment process because it stimulates interest, encourages involvement and creativity, promotes discussion and solves issue situations. The Gamification process achieved more attention by gaining employees engagement as results effective outcomes are possible.
Gamification in Human Resources: How Is It Used?
Gamification engages employees in different ways during employment. It provides mechanisms to recognise (progress), providing feedback, fun and collaboration. Gamification attracts job seekers’ attention and increases interest in job opportunities. The gamified strategy replaced the traditional recruitment process for better evaluation of employees. It encouraged users to keep involved in the recruitment process along the way.
Companies Who Adopted Gamification as their Human Resource Strategy
My Marriott Hotel is a game created by Marriott International to recruit new employees. It enables applicants to operate their virtual hotel, designing their restaurant, purchasing merchandise, training workers, and serving guests. It essentially mimics the entire experience of running a hotel. Points are granted based on the level of customer service provided by the gamers. They earn points for each pleased client and lose points for poor customer care.
It is technically a business game or simulation, which varies slightly from gamification. Gamification is incorporating gaming aspects into your job and hobbies. HR-business games replicate an environment in which workers may be tested or trained.
Learning & Development: CISCO
Cisco employs gamification in learning and developing and also in a range of initiatives. To strengthen this skillset for its staff, they began employment gamification concepts in their social media training. Marketing representatives learnt how to use Twitter to serve their consumers better. Salespeople taught how to utilize LinkedIn to reach out to clients, while HR professionals learned how to use LinkedIn to find prospects.
Cisco employs three levels of certification to track and drive development in the use of new skills. By incorporating team tasks, it boosts the enjoyment element. For accomplishing various tasks, players can earn badges.
Deloitte’s onboarding process is game-based and digital. New employees joined in team group online to learn about privacy, compliance, ethics and improvements. They can ask their team questions everyone must respond to answer. Followed by this, a team discussion, answers and possibilities to arrive at a single solution. This method blends functional learning components with teamwork, resulting in a strong sense of belonging from the first day a new employee begins.
Culture of Collaboration: ACCENTURE
Accenture uses gamification to achieve its knowledge management goals. Employees may first earn points by creating their online profile and submitting material. Gamification encourages behaviours that contribute to knowledge transfer, from blogging to marketing execution. They aim to understand and motivate employees to exhibit their knowledge behaviours. Meanwhile, it has developed into a system that records over 30 original actions, resulting in greater productivity, lower operational expenses, more inventive ideas, and increased staff engagement.