Workplace or Playground? Daiga Ergle, CPO 4finance Tallinn,

Transcription

1 Workplace or Playground? Daiga Ergle, CPO 4finance Tallinn,

2 Madrid 16 Countries Installment loans Lines of credit Deposits Short term loans Credit cards Point of sale loans 2

3 Helsinki 23,000 Risk decisions per day 16,600+ Loans issued per day 3,500,000+ Issued each day 3 seconds Average decision time 15 mins 92% of all payments to banks 3

4

5

6 Play is a survival drive that is necessary for adaptation, flexibility and social learning. Play helps us belong in the community, develop the ability to suppress unwanted urges, and regulate our emotions. /B.Sutton-Smith/ 6

7 D. Pink s 6 Senses & Conceptual Age (D. Pink, A Whole New Mind) Design - ability to create aesthetic value from everyday objects and services. Story - ability to weave information into compelling narratives. Symphony - where one is able to put together and integrate incongruent information from multiple sources into an arresting new whole Empathy - a skill that allows people to identify and relate to others, a foundation for caring and relationships. Play - refers to joy, laughter and humor Meaning - the sense of purpose and significance that gives consequence to the lives of people. 7

8 Csikszentmihalyi s Flow Theory 8

9 9 AirBaltic Problem High Employee Commitment Low Employee Commitment airbaltic Latvia 2013 Baltic States ( ) Europe ( ) Europe - Service Providers ( ) Base: n=811 n=694 n=591 n=572 n=459 n= n= n=

10 10 We knew there s no «pill» for easy solution. Still Could there be something relatively less complicated and easier to apply that would yield positive difference? 10

11 Forecaster 11

12 airbaltic Example - Forecaster

13 Project Example

14 a Year Later

15

16

17 Gamified Performance Management 17

18 18

19 Department s objectives Before Gaming After Gaming 1 Solve the requests within 2 hours (if can be solved without transferring to Level 3) 76% 97% 2 Solve the requests within own level, without transferring them to Level 3 35% 50% 3 Average issue resolution time 1.22 days 0.87 days 4 Number of employees in 3 rd level department before and after (economy)

20 VIVUS Planet Game Onboarding Product knowledge 20

21 PURPOSE OF THESE GUIDELINES 21

22 How Gaming Helps to Engage Increase optimism by holding out the possibility of an epic win. Helps to build a social collaboration and encourage socialization - we like people better when we ve played with them. Enables productivity (people like to be busy and are happier when playing a stimulating game than just relaxing ). Create meaning a basic ingredient of any engagement program by making it possible for participants to take on inspiring missions. 22

23 23 How Gaming Helps to Engage Constant feedback participants receive on their progress through scoring mechanisms. Clear success criteria, rewards and public recognition through the use of achievement badges, Facebook-type post a comment features, sport-style leader-boards featuring employee photographs, and reward points as in consumer loyalty programs. Permission to fail, which facilitates learning a taboo within traditional corporate cultures but acceptable in a gaming context. Ability to collect and analyze data on performance, enhancing business intelligence software and allowing to track progress, see where change is needed and assess ROI 23

24 Game Environment has elements that better than any other framework known in business secures player s engagement with the game. Business organizations, learning from game settings, may come up with solutions that through these elements foster employee engagement with the company 24 24

25 25 8 Steps of Engagement Positive Game 1. Identify the overall business goal top management wants to reach 2. Identify the main objective of gamification: know the entity you want to gamify in order to reach business goal 3. Identify the users: what s in it for them, what motivates them to engage, what is their interest? Know the stakeholders Identify context/culture in which the game will be used Designing game and game mechanics: selecting game elements that engage user while accomplishing the business objectives Create a measurement plan to determine effectiveness and ROI 7. Implementation and communication plan 8. Constant monitoring of effectiveness and added value of game: Keep adjusting and improving the gamification experience 25

26 Use of gamification in HR processes (Latvia, %) yes% 10 0 RO PM PR LD IC TB other 26

27 Research conclusions Gamified HR processes do show positive correlation with Employee Engagement; Job content, management, certain character traits and colleagues exibit strongest influence on engagement; Internal Communications and Team Building most responsive in terms of Engagement when gamified 27

28 Research findings Investment in gamified HR processes helps raising engagement Without gamification, managers have to work much harder to achieve satisfactory engagement levels Exciting job content, good management, and great collegues still matter more gamification is not panacea Selecting «engagement positive» candidates helps 28

29 Who are «Engagement Positive» people? Happy with their life Often invest more work than the others to achieve best results Optimistic, expect things to turn out positively Establish and achieve their goals in life Offer their support even in situations where not asked to do so Believe that their own attitude and effort determine success Treat failure as a useful lesson to be more successful in the future 29

30 Gamification is 75% Psychology and 25% Technology /G. Zichermann/ People rarely succeed at anything unless they re having fun doing it! /Southwest Airlines/ 30

31 Serving the Financially Underserved 31

32 THANK YOU! 32