An approach that has been around for quite some years now: Gamification in HR. We know for sure when the “gamification” term emerged. In 2002, Nick Pelling, a British programmer, and creator of the computer game Frak!, coined this term designing a game-like interface for ATMs and vending machines. Gamifying can be an amazing tool for building engagement and participation among employees. It is credited, too, as a good way to onboard a new colleague and to make the lives of recruiters easier. Here is a compilation of the most singular examples of gamification.
Case #1: Albert Heijn
The case of Dutch supermarket Albert Heijn is one of a kind. The chain, which hires young people at a large scale, uses gamification for its recruitment process. When applying for a job online, applicants are transported into a sort of scenario-like game in which they are put in daily situations of the job. This game replaces generic practices like asking for CVs or motivation letters and certainly makes the process smoother and funnier. Not only that, but it also dramatically decreased the average hiring process period from five months to eight weeks!
Case #2: NTT
This Japanese multinational information technology company uses gamification to identify leaders within its company. By using their internal game ‘Samurai’, employees are placed in teams given questions. Then, they participate in quests where it is determined who is better at leading others. This is also helpful to identify those who need a bit of extra help.
Case #3: Deloitte
The onboarding experience at Deloitte has been digitized for a couple of years now. The new hire will learn about rules, ethics, procedures, privacy and compliance by adhering to groups and trying to answer pre-set questions. Like this, collaboration is encouraged from day one. The game also gives the chance to new employees to go to a virtual airport and travel to either of three offices of Deloitte in Asia where they can interact with other employees!
These three examples show the implementation of gamification in three stages of the recruitment process: selecting talent, onboarding and training, and employee engagement. In all, they also help to attract talent of better quality.
Gamification in energy companies
However, (how) should your workplace implement gamification? Whether you are a small or big company, whether you are hiring mostly younger or senior workers, whether the digital penetration within your workforce is high or low, and many other factors come into play. In the case of energy companies, for example, the increasing digitization and ever changing market makes gamification a great tool for training in safety or negotiation.
Serious Games Interactive has developed a series of different simulation game courses. The games are interactive 3D, single-user simulations for procedural learning about carrying out the right safety procedures in servicing wind turbines and for the use of different equipment. Participation in the games is designed to boost proficiency and provide engaging learning for all staff members.
Are you implementing gamification within the HR of your company? Or have you encountered gamification in the company you work for?
Let us know!