Personal gamification

Is there such a notion as personal gamification? I was recently sent an email asking me to help with someone’s research on the use of apps etc. by academics. I didn’t have the time to fill this in (shame on me… I found the time to write this rumination), but it has made me think about the way I use apps for my own work. My ruminations are:

· I seem to change apps quite a bit. Some frequently (the five second test… download the app, don’t like it or have one already that is better), some after a while (use a particular one because I am near a phone or spending more time on the PC or spending more time on the ipad so apps seem linked to the type of technology I am attached to that day/week/month).

· Some I re-discover and think ‘why didn’t I continue to use this?’ One I re-found this week is the Stickynotes app for Windows. I am now using it to note action lists for each of the writing project I have. It is definitely making me both more productive and I like playing with it.

· Most of the ones I use are the free ones, as the extras you get for a subscription doesn’t always justify the cost (apart from Endnote as I need to access this when I am travelling).

· Some actually make me more productive, such as ‘25 minutes’.  That one forces me to focus (most of the time, although not today as it is very humid and concentration is rather lacking for what Cal Newport calls ‘Deep Work’. See it on Amazon).

The point of this rumination is that the app is probably not designed for gamification but it produces a behavioural response in me where I engage in its use as a sort of gamification process. But not all the apps I use are personal gamification, such as Stickynotes.  With that one I don’t put myself in competition with myself when using it and I don’t reward myself when I write one up, whereas I do when I use 25 minutes, probably because that functionality is built into it… …

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Gamification in talent management …a suitable case for treatment…?

As information becomes available about the way gamification is bring used for managing organisational talent, there are some cases where I do wonder if they achieve the objectives set for them.

This blog provides several examples. Sap uses gamification to educate its employees on sustainability; Unilever applies them to training; Hays deploys them to hire recruiters and the Khan Academy uses it for online education.

The article is called ‘Winning the talent game’…
Make me wonder, to what extent is talent management a game playing with people’s lives? There are many ethical issues to ponder here.

What are you saying in those e-communication silences?

My colleague, Professor Dalvir Samra-Fredericks is an ethnomethodologist who researches those small communicative moments when we say so much about ourselves and each other when communicating. I saw this today which reminded me of two things. Firstly, that ethnomethodologists can usefully study digital communication and, secondly, that silence is an important aspect of this. For my own research it also made me wonder about digital gamification processes….so much to study…

this is an interesting article that considers digital ethnomethodology and silences..

We have to wonder at the impact this might have on a generation’s identity dvelopment..

My colleague, Professor Mark Griffith’s ‘take’ on Nintendo’s reluctance to allow gay relationships to appear in their gaming….

https://theconversation.com/nintendo-cant-take-the-gay-out-of-gaming-without-a-fight-26535?utm_medium=email&utm_campaign=The+Weekend+Conversation&utm_content=The+Weekend+Conversation+CID_14f676355b74ebbaafbe1c0fed1fcd9b&utm_source=campaign_monitor_uk&utm_term=outdated%20and%20dangerous

Gamification…HR are slow so do they need help?

One area of HR innovation I am becoming increasingly interested in is in the notion of ‘gamification’. Gamification involves ‘the use of game elements and game design techniques in a non-game context’ (Deterdinget al., 2011, p9).

Whilst gamification is proving popular in many arenas, its use is slow to be adopted in HRM/talent management. This is not surprising. A Spring 2013 study and annual survey of 130 HR executives (the Global HR Barometer survey) by CapGemini Consulting revealed that the overall digital maturity level of HR processes is low and that HR is lagging in the use of digital technologies generally. They found that 75% of HR and talent managers believe their companies are behind the curve in the use of internal and external social networking technologies, with only 26 of Fortune 500 companies offering a mobile-optimized job application process and only 26% of talent acquisition leaders reporting that their organization uses workforce analytics well during the hiring process. Very few organizations have established best-in-class digital processes to interact with current and potential employees.

The CapGemini Consulting report takes a positive stance on gamification, reporting that such techniques incorporating the effective use of digital platforms can dramatically improve learning outcomes, and ‘enhancing employees’ ability to learn by as much as 40%’. NTT Data uses gamification to build critical leadership skills among its employees. Their “Ignite Leadership” game ‘enables employees to experience a variety of leadership scenarios and offers them the opportunity to learn more about new management subject areas and the role they aspire to. It allows them to collaborate online with their peers, get instant feedback and be recognized for their game — all the while increasing their visibility as potential leaders’ (2013, p5). Impressive results have been reported, with the “Ignite Leadership” game leading to a 50% increase in the number of employees taking up team leadership roles, compared to traditional training and coaching methods.

Let us look a little closer, though. NTT Data actually offers gamification processes to clients, so it is hardly surprising that they have success. Here is an item from their web pages:

Strong business performance depends on motivated and engaged stakeholders. That’s why adoption of gamification to boost productivity, encourage collaboration, and problem solve is on the rise. In fact, Gamification uses game design principles to modify or drive employee or customer behavior through meaningful incentives, a sense of purpose, and fun. Yet, for gamification to be successful, organizations must have clearly defined business objectives and a roadmap for application deployment and adoption.

NTT DATA can help. Our gamification team, made up of game designers, application developers, and behavioral psychologists, creates highly engaging experiences that can change the game in core areas of your business, including IT, finance, HR, and marketing.
We combine proven experience in enterprise IT strategy and development with innovative and creative insights about how to change behavior using game mechanics, such as leader boards that encourage friendly competition, points and rewards that motivate employees and customers, and avatars that encourage collaboration.

We work with you to plan and execute your gamification strategy, from objective-setting, game design, and proof of concept to the development and hosting of your gamified application, using our Ignite Game Platform.

Ignite is a robust and configurable cloud-based gamification platform that enables us to quickly configure and host a gamification solution that maximizes ROI for your organization.

So, once again, HR/talent managers behind the curve? We know there are reasons: HR is always seen as an on-cost so getting funds for innovation is difficult; current HR systems are not integrated well to other organisational systems; senior management get very nervous about social media and other technologies like gamification impacting on the employer brand and lack of data drive insights as the norm preclude innovative development of technologies for HR/TM (see CapGemini report for more detail, 2013, p6+). As we can also see from NTT Data’s blurb, developing HR innovation systems in areas such as gamification may revolutionise performance management and appraisal and other areas of talent management, but it takes a highly specialised, hybridised disciplinary team to carry out the design, development and implementation work.

REFERENCES

CapGemini Consulting (2013) ‘Using digital tools to unlock HR’s digital potential.’
Digital Transformation Research Institute, dtri.in@capgemini.com. Accessed 5 February, 2014 at http://www.capgemini-consulting.com/resource-file-access/resource/pdf/digitalhrpaper_final_0.pdf

Deterding, S., Dixon, D., Khalled, R. and Nacke, L. (2011) ‘From Game Design Elements to Gamefulness: Defining Gamification’, in MindTrek ’11 Proceedings of the 15th International Academic MindTrek Conference: Envisioning Future Media Environments, 28-30 September 2011, Tampere, Finland, pp. 9-15.

NTT data, company web pages on gamification at: http://americas.nttdata.com/Services/Services/Application-Development-Management/Application-Development-Management-Offerings/Offerings/Gamification.aspx

Salcu, A.V. and Acatrinei, C. (2013) Gamification applied in affiliate marketing, Case study of 2Parale. Management & Marketing Challenges for the Knowledge Society 8 (4) pp.767-790.