Gamification involves incorporating game-like elements into a process to enhance productivity and enjoyment. For instance, online apps can offer virtual badges upon completion of a user profile, and the workplace can leverage competitions with physical prizes or a feeling of superiority to boost motivation levels.
Individuals are often drawn to gamification as a means of increasing work productivity. Gamification can be particularly effective when the gameplay is straightforward, allows the user to advance, and offers an appropriate balance of challenge and diversity. Interestingly, projections indicate that the global video game market will surpass $200 billion in profit by 2023. In comparison, conventional casino gambling in the US is estimated to generate $53 billion during the same period.
Gamification’s second principle proposes that individuals may be motivated to achieve more when presented with a goal to strive towards. A perceived menial task like invoicing may only prompt employees to complete the bare minimum to avoid potential consequences from superiors. However, gamifying the task could provide a boost in motivation, inspiring individuals to exceed standard productivity levels by tapping into their drive to succeed.
The advantages of gamification extend beyond what may seem apparent at first glance. The guidelines of a game are clear-cut and there is a singular, well-defined way to achieve victory. With success criteria established from the onset and readily understood by all participants, determining the winner is a straightforward task. As uncertainty, ambiguous objectives, and the inability to “win” can pose challenges in both game-playing and workplace settings, the benefits of gamification are undeniable.
Ineptitude in Gamification
Gamification can offer several advantages, yet its application can often lead to failure due to oversimplification. Poorly executed games that are monotonous, overly difficult, or just unsatisfactory can be encountered frequently. It can be problematic to request IT executives to craft a delightful game from everyday office tasks, resulting in resistance. Nonetheless, individuals may harbour unrealistic expectations regarding their capability to transform dreary work duties into something captivating.
Badges, leaderboards, and scorekeeping are frequently considered a part of game mechanics. Nevertheless, relying solely on these elements may not be sufficient to maintain worker engagement. Several attempts at gamification have failed, as workers have identified that the increased demand for productivity does not come with proportionate rewards or incentives.
The notion that digital accolades would generate enthusiasm among workers was held. There was an assumption that individuals would be eager to amass and broadcast their earned ‘badges’. However, badges that lack concrete benefits to the individual worker have been found to lose their appeal over time.
Introducing a point-based system and leaderboard to motivate workers to complete tasks can be a commendable way to foster healthy competition. Nevertheless, the absence of rewards for those who ascend to the top of the leaderboard can cause the game to lose its allure, rendering gamification methods ineffective. Such outcomes may even prompt a drop in the company’s productivity levels.
Commence on a Better Footing
To effectively gamify a process, it is crucial to establish clearly defined goals, objectives, and success criteria. Working alongside a capable development team to develop innovative software that awards digital badges as prizes can be an enjoyable venture. However, restructuring the process can provide staff with a better understanding of expectations and heighten their motivation to achieve success.
It is advised that IT executives adopt a proactive approach to comprehend the goals of their staff by initiating conversations with them. By taking the time to inquire from five employees what they believe is essential to be successful in their role, it is likely that disparate answers will be obtained. To gain further insight, frameworks should be established to gather and evaluate feedback and input from other leaders within the organization.
Most of us have been part of business process reengineering or similar endeavours, but it may be advantageous to perceive the process as a game. Games are typically created in a manner that segregates each turn into distinct components, with precise instructions regarding what is and is not permissible in each phase. Additionally, games incorporate mechanisms to encourage preferred behaviour, discourage undesirable behaviour, and monitor both positive and negative results.
Bringing accounts payable to the same level of enjoyment as a top video game may be unrealistic. Nevertheless, with explicit regulations and achievement criteria, it is feasible to make it more gratifying than a mere digital badge. Providing an attractive incentive, such as money or a point-based system that can be exchanged for valuable goods, would deliver more advantages than simply introducing digital elements to an already futile system.
Not all employees may be acquainted with the term ‘gamification’. However, they would have an understanding of efforts to encourage their participation in activities that benefit others. If you were to advertise the gamification of a dreary task as a gesture of goodwill, employees may be wary of your motives and may be reluctant to embrace the gamification features.
Instead of merely supporting productivity, we should present this initiative as a game and present rewards to those who excel. By giving workers a definite set of regulations and numerous prospects to achieve success, we can promote a collaborative approach rather than opposition.
Studies indicate that gamification can be a valuable asset in the workplace, provided that it is implemented appropriately. It is crucial to recognize that the primary emphasis should be on the process itself, rather than merely integrating digital gamification elements. Nevertheless, if employed correctly, gamification can yield enhanced performance and engagement from employees.