Get executive buy-in and make it count. To make a gamification program successful and sustainable, there must be executive buy-in. Whether it’s the CEO or the CLO, it is important for employees to see their leaders support the game and the idea of them having fun at work. Something as simple as a company-wide email or a quick mention at a town hall will help the top-down process begin.
Explain the rules of the game. If employees do not understand how to engage in a game, they will lose interest. It is important to fully explain the rules and structure so employees can set their personal game objectives and know how to track their progress. This step will eliminate confusion and encourage user participation.
Create a master communication plan. When rolling out a game, it is important to take every opportunity to communicate its objective and how, when and where employees will have access to it. Part of the struggle that companies have early on is creating a game with a high adoption rate. Take advantage of available channels such as the company intranet and social media to weave in messaging throughout the organization.
Reward employees who spread the word. Word-of-mouth can be one of the strongest influencers in behavior. One of the best ways to boost participation and community within a game is to reward employees who spread the word and inspire others to play. Whether it is a special badge or points, that recognition will help encourage participation.
Ask for feedback, and do something with it. From pilot to full rollout, employee feedback is essential to create a great user experience. Creating opportunities for employees to easily give feedback will provide learning leaders with the insights they need to make games better. For instance, create quick two- or three-question surveys that live within the game or create a field for employees to leave comments. Remember to always reward those contributions.
- 5 Forces Shaping the Future of HR
- Why ‘Leaders Eat Last’
- Visions and missions — defining your value and purpose proposition
- The Reskilling Revolution versus the ‘clay layer’
- When the leader can’t return to the office
- Combatting a campus (and workplace) mental health epidemic
- Psychological safety leads to better managers and teams at this major enterprise