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Intro

Hello and Welcome to today’s Webinar – Gamification 101: Are you Ready for the Gamer Employees? – My name is Monica Cornetti and I will be your facilitator today. As you move into your Workforce 2020 plan – I believe that you are going to be very excited about adding gamification into your training mix. Gamification is becoming the hottest, cutting-edge tool not only in the areas of patron engagement but also internally in organizations in such areas as employee engagement and on-boarding, knowledge transfer, and training and development.

I’m going to move fast. My plan is to go broad today to give you the overview. You may have additional questions as you start to go deeper into any of the topics that we cover today. Take notes – we have scheduled time for Q&A into our time together today, and you can also email me - see my email on screen monica@monicacornetti.com

Let’s have some fun! I’ve informally gamified this webcast. We’ll be on the honor system – you’ll be keeping track of your points and badges on the scorecard I’ve provided or you. What better way to learn about the power of gamification, than to actually experience it?

LEVEL 1: The New Normal

If your employees and or clients/customers were born after 1971 – there is a new normal. POINTS If you were born after 1971 – 1 point If you were born before 1971 – 2 points The Gamers! Known as the G Generation The G Generation – over 56 million strong – is a combination of Gen Xers (born between 1965 and 1981) and the Millennials (born since 1982).

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Right now the G Generation is moving up in the business ranks, becoming managers, partners, and eventually CEOs. Chances are you manage employees from this generation, and in all likelihood, before you leave your career, you may be managed by them. Before long, their way of thinking will pass the tipping point and become standard operating procedure in business. POINTS If you manage someone from the G Generation (born after 1971) – 1 point If you are G Generation and you are a manager (born after 1971) – 2 points And the Boomers (born between 1946 and 1964), who grew up without video games, will have to understand the gamers. That means not only learning what they’re all about, but finding ways to redesign organizational on-boarding, engagement, training, and even how work is done. If that sounds unlikely or unreasonable, you may — like me and many people — have not realized the influence that video games have inserted into all areas of our culture.

In the book Outliers, Malcolm Gladwell says that to be an expert in your field requires a devotion to one’s craft for at least 10,000 hours. And a dedicated gamer will spend 10,000 hours playing by the time they turn 21 – the time it takes to become an “expert.” Badge: If you’ve read a book by Malcolm Gladwell – Fan Of Wild Hair Gurus Badge

So the question is, just what exactly has the G Generation become experts at? And how have these 10,000 hours affected the way the G Generation views the business world? Refer to handout

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There’s always an answer o They are incredibly creative, optimistic, and

determined about solving any kind of problem you can imagine – believing there will always be some combination of moves that will result in success.

Trial and error is the best approach o Gamers are comfortable with risks and they are

resilient. They know they can survive failure, because they have failed thousands of times on the way to whatever “wins” they have had within games.

It’s all about competition o Gamers approach the business world more like a

game. They see the different companies—and maybe the people they work with—as "players." They are competitive and very passionate about "winning."

Make your own way in the world o They are very confident, and somewhat suspicious

of bosses or a company hierarchy – preferring to rely on their own abilities to succeed or fail.

The G Generation will change business because of who they are, how they grew up, how they see the world, and how they go after what they want.

Say these as I show bullet points on slide and refer to handout The New Normal

Combination of Gen Xers and Millennials

USA - 40 million active social gamers

30% are over 45

50% of gamers are female

200 million gamers on Facebook

Poll or chat bar response POINTS

1. Yes! I play games at least 5 hours per week: 1 point 2. I am a social gamer, I play at least 1 hour a week: 1

points

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3. I played games growing up ... not so much as an adult: 2 points

4. Who has time for games?: 3 points (congratulations on participating in this webcast – I think you’ll actually find out that we all play games)

5. Recovery Program needed? Addicted to social games – in fact talking about them right now is making you pull out your smart phone so that you can check your status?: -2 points

Open Discussion – share with 2 or 3 people then with big group : What were your Favorite Games as a Child? Open Discussion – share with 2 or 3 people then with big group : What games do you play as an adult in your daily activities?

Treadmill or doing dishes

Alliteration Activity Game

Rush Hour Roulette

Badge: Professor Plum

LEVEL 2: What is Gamification?

Reality - we all play games – every day – how can we use the elements and the psychology of games to attract and retain high value employees? In the areas of training and development? Forward thinking organizations are beginning to understand how the power of Gamification can increase engagement as well as the bottom line. The business community is starting to realize the power Gamification has to build loyalty, improve customer and employee engagement, and incentivize employees and partners to perform at higher levels. The term, “Gamification” first appeared on Google Trends in

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September 2010. It is currently a $100 million a year industry, expected to swell to $2.8 billion by 2015 and 5.8 billion by 2018. With a trend like this, is it any wonder PepsiCo is planning the implementation of Gamification for employee motivation and engagement efforts?

Walk through examples on slides

McDonald’s Monopoly Game. Since 1989 – 6-7% increase in revenue

FFP or Frequent flyer programs.

Foursquare, the location-based social network. o People "check in" to places via their phones. o Users are awarded badges for going out and

experiencing new things. o And the more they frequent a place, the higher

their status becomes. o They may become the "mayor" of their coffee

shop, potentially opening the door to discounts and other prizes.

POINTS Make a list of the FFP programs that you use. Coffee, dry cleaner, restaurants, hotels, rental cars, airlines, grocery stores, even Big Lots has a program and offer discounts and special shopping hours. Give yourself a point for each FFP program with a max of 5

So what about in your organization? Can you use Gamification internally to motivate employees or in a specific project? Getting started with gamification can be overwhelming and a bit intimidating. Gamification always should start with 3 major components:

1. Business Objectives 2. Player Profile 3. Good Game Design

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Let’s start with Business Objectives Gartner Research Group predicts that by the end of this year - 80% of gamified business applications will fail to meet their business objectives. No different than any other change initiative in the workplace. Before you start the gamification design process, you should ask

What are your business objectives?

Why are we gamifying this process or project?

Will gamification help us to meet our business objectives?

Open discussion: What specific business/learning objectives and resulting actions might you gamify for your team? There is space in your handout to record your ideas Badge: Creative Contributor if you participated in discussion.

Recap: The goals should be as narrow as possible to help you tailor your gamified activities and also to allow you to assess the success of the project following completion. Let’s use the example of on-boarding of new high value staff members.

It is estimated that 50 to 60 percent of new hires quit within the first six months of their employment.

Evidence suggests a mismatch between expectations and actual job responsibilities plays a significant role in early turnover, job dissatisfaction and low morale.

By gamifying certain processes along the way – for example, filling out forms, taking sexual-harassment courses, and learning about the company policies – you can improve the rate at which these tasks are completed, eliminate confusion and have a clear, well-defined plan of action for new hires.

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Progression Progression translates pretty easily into an on-boarding process. Just make a big list of every step in the on-boarding process, starting at the offer acceptance stage. Here are some ideas for a checklist:

1. Pre- and post-arrival interviews. 2. Administrative tasks: HR paperwork, get picture taken,

and schedule first meeting with their manager. 3. Complete any necessary training. 4. Complete 90-day action plan.

The checklist could include percentage-completion figures at each stage, so that a new hire has a visual representation of how far they’ve come. Progression Bar Word of Caution: Gold: I can see I can do it. Executive Platinum: I am discouraged before I even begin

Level 3: Player Centered Design

Player Centered Design Gamification always should start with the Player Profile – who will be playing your game? What will motivate your player to engage with the game and act in a way that you need them to? Step 1: Know Your Player The first step in the player centered design approach is to understand the player and their context. The success of your gamification efforts depends on this clear understanding. Is your player a sales representative, a financial controller, an employee, a supplier, or a customer? Identify them and understand as much as you can about them. Step 2: Identify Your Mission The next step is to define the mission. This step involves understanding the current business scenario (what players are doing today), identifying the desired or target business outcome (what management wants to achieve), and setting an appropriate mission for your gamification project. For example, RSR’s are not familiar with features of the product causing low customer satisfaction ratings, the mission of the gamification

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system could be to motivate agents to take advantage of product training and share knowledge with one another. Step 3: Understand human motivation “Gamification is 75% Psychology and 25% Technology.”–Gabe Zichermann There are two general types of motivations: intrinsic and extrinsic. Intrinsic refers to internal motivations such as autonomy, mastery, and meaning. Extrinsic refers to external motivational techniques such as money, trophies, etc It is important to understand who will be playing the game and what motivates them.

Richard Bartle is a British professor and game researcher, and is one of the pioneers of the massively multiplayer online game industry. Bartle did research on player personality types in massively-multiplayer online games, and his research was put into a test to classify players. The Bartle Test of Gamer Psychology is a series of questions and an accompanying scoring formula that classifies players as an explorer, socializer, killer, or achiever. The result of the Bartle Test is known as the “Bartle Quotient.” You can follow this link to take the original Bartle test to see what kind of gaming personality you are: http://www.gamerdna.com/quizzes/ An easy way to remember the four styles is to associate them with the suits in a standard deck of playing cards: Players often move between the four styles, depending on their mood or the current game. However, most players have a primary style, and will only switch to other styles as a means to advance in the game. Let’s look at each player type

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Achievers: Also known as "Diamonds," these players see gathering points, badges, levels, and other measurements of success in a game, as their main goal. They will go to great lengths to achieve rewards for prestige, even if the rewards have little application or notice outside of the game. Explorers: Explorers, called "Spades" for their tendency to dig around, discover new areas, and learn about hidden places. The real fun comes from discovering, and making complete sets of collections. They traditionally like games where the objective is to find your way out of a predicament by paying close attention to detail and solving puzzles. Socializers: There are a multitude of gamers who play for the social aspect; they don’t care about the game itself. These players are known as Socializers, or "Hearts." They gain the most enjoyment from interacting with other players. The game is merely a backdrop, a common ground where things happen. Since their objective is not so much to win or explore, there are few games that the Socializers enjoy based on their own merits. Instead, Socializers use their experience to socialize with those who have played them. Killers: "Clubs" is a perfect nickname for what the Killer likes to do … club people. They thrive on competition with other players. They're in it for the sport, trying to read their opponent's moves. Some Killers are actually nice people who thrive on competition. But for some, it's more about power and the ability to “hurt” others. Their natural drive to compete stirs up trouble.

Badge: Your Player Type

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Self Determination Theory:

• Autonomy

• Mastery

• Purpose

Player Motivation Daniel Pink – Drive Pink, in his book, Drive, lists three elements of the motivation formula: autonomy, mastery, and purpose. In situations where people are paid fairly, this trio drives, engages, and stimulates us to do our best work. Here’s the breakdown: Autonomy: Our self-direction is a natural inclination. Pink points to the simple example of how children play and explore all on their own. We’re all built with inner drive. Self-determination theory, a theory of motivation that takes into account people’s psychological needs. Helping employees make progress by giving meaningful feedback, choice over how to do things, and encouragement results in higher job satisfaction and better job performance. Workplaces can support autonomy by giving people real control over various aspects of their work — whether it’s deciding what to work on or when to do it. Mastery: We want to get better at doing things. It’s why learning a language or an instrument can be so frustrating at first. If you feel like you’re not getting anywhere, your interest flags and you may even give up. A sense of progress, not just in our work, but our capabilities, contributes to our inner drive. Employers should look at calibrating what people must do by looking at what they can do. If the must-tasks are too difficult, people will become worried and feel out of their league. If the must-tasks are too easy, they will get bored. The must-tasks should be just right. So Pink concludes that we should work on Goldilocks tasks, which are neither too difficult nor too easy. The trick is not to give tasks fitting a person’s exact capabilities, but to give them space and support to reach a little higher to foster improvement, continual mastery, and growth. What this requires of employers is paying more

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attention to how employees are doing and feeling about their tasks in order to avoid keeping square Bob or triangle Mary from trying and losing heart at fitting into round tasks. Purpose: People who find purpose in their work unlock the highest level of the motivation game. Pink says that it’s connecting to a cause larger than yourself that drives the deepest motivation. Purpose is what gets you out of bed in the morning and into work without groaning and grumbling — something that you just can’t fake. Successful gamification should bring out learning as a natural by-product of a pleasant and fun experience, not as a forced outcome.

In just a second I’m going to put up a slide. I’m going to use a stop watch and count for 60 seconds. During those 60 seconds I want you to look at the numbers on the screen and count them in numerical order – starting at 1 and counting as high as you can as you find each number on the slide. At the end of 60 seconds I’ll ask you to stop – please write down the highest number you reached.

Ok – let’s try it again – this time I’m going to give you one tool that will help you to improve. Are you ready – the same thing – I’ll use a stop watch and count to 60 seconds. At the end of one minute I’ll ask you to stop and you write down the number you reached. POINTS 1 point if you improved from Test 1 to Test 2 What of the 3 Self-Determinate Motivators is this tapping into? (Take 20 seconds with a partner.) Mastery

A new-hire safety training course in which students group up and head out into the plant to question workers on the ground about their own experiences on the job.

The new hires return and report their findings to one another, and even have a little fun while they’re at it.

Autonomy

A Test A new-hire training course in which students group up and head out into the plant to question workers on the ground about their own experiences on the job. The new hires return and report their findings to one another, and even have a little fun while they’re at it.

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What of the 3 Self-Determinate Motivators is this tapping into? (Take 20 seconds with a partner.) Autonomy - The quest to seek out information on their own radically transforms what easily could have been another boring training seminar.

Company goals are clearly explained to new employees.

Using the principle of “cascading information,” new workers are then given goals one at a time. A second goal is given only when the first is finished.

Cascading information delivery gives the employee incentive to get to the “next” goal.

Purpose

Try Another: Company goals are clearly explained to new employees. Using the principle of “cascading information,” new workers are then given goals one at a time. A second goal is given only when the first is finished. (“Finished,” in this case, can mean a lot of different things — maybe they’ve written out a plan, or maybe they’ve actually completed a definite task.) The cascading nature of information delivery in this case gives the new employee some incentive to get to the “next” goal. Done well – they company clearly explains their goals to new employees. That allows employees to set their own goals in support of the greater, company-wide ones. What of the 3 Self-Determinate Motivators is this tapping into? (Take 20 seconds with a partner.) Purpose: Purposeful work is created when employees know how their performance contributes to the progress of the organization.

Question: Should I give you points if you got the test questions correct? Does it motivate or de-motivate you to get points for getting it right rather than giving thought to what might be the right answer. So give yourself points for each one that you at least tried – so that’s a max of 3 points – if you are motivated by trying. Give yourself points for each correct answer if you are motivated by achievement tried – so that’s a max of 3 points So the max points you can get in Level 3 is 7 points What??? Life is NOT like that right? No one remembers 2nd

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place? You’re in a competitive sales environment – make sure your gamification is player centric – it’s different than if you were going to do consumer facing gamification where you would reward them for their engagement with you as a brand.

Level 4: Gamification Simplified

Do work and fun need to be mutually exclusive in a professional and profitable company

such as yours?

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You’re probably thinking – no – of course not. But then when we think about managing employees, dealing with difficult people, handling the required training for new hires or internal policies and procedures – sometimes that doesn’t seem so fun… And yet, are you making work fun? Have you worked to make training and learning fun?

Points: 1. Yes – we’re important people doing important work – it’s

time to put down the games and get to work: -1 point 2. No – of course not: 1 point 3. If you said No – but haven’t made it fun: -2 points

Check with the person next to you – with a smile on your face ask them, “Are you being honest?” Badge: If you truly believe that learning can be fun and that work and fun do not have to be mutually exclusive – give yourself the “Learning is Fun” Badge

Gamification is the use of

and techniques

in .

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Gamification is the use of game elements and game-design techniques and mechanics in non-game contexts. Let me break that down for you Refer to handout chart with game elements, game mechanics and non-game contexts on p.2

1.Avatars2.Badges3.Collections4.Game Boards

5.Leaderboards6.Levels7.Narrative8.Points

Game Elements: Think of game elements as a toolkit for building a game. Game elements include game pieces, avatars, rules, scoring points, proceeding to the next level, receiving badges, or unlocking a reward. As you begin to gamify a system, you should modify the elements to target certain business objectives, and to make the experience more engaging.

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Game Mechanics: The aspects of games that make them fun, addicting, and challenging can’t be reduced to a list of components or step-by-step instructions. This is where game-design techniques come in. How do you decide which game elements to use to create a productive gamified experience? Just like strategic leadership, managing a team, or creating a killer marketing campaign, game design is a strong mix of knowledge, skill, and luck.

Non-game Context: The final aspect of our definition is that Gamification operates in non-game contexts such as on-boarding, marketing, training, client engagement, etc.

The key element in each is that they involve real-world business goals. Your players are not storming a fortress; they are exploring the website of your new product.

They are not collecting gold coins; they are collecting achievements on the way to learning a new skill or process in the workplace.

Internal Gamification means that companies can use Gamification to improve productivity within the organization in order to encourage innovation, enhance teamwork, or otherwise obtain positive business results through their own employees. External Gamification involves your customers or prospective clients, members, or donors. These applications are generally driven by marketing objectives. Gamification here is a way to improve the relationships between businesses and customers, producing increased engagement, identification with the product, stronger loyalty, and ultimately higher revenues. Behavior-change Gamification seeks to form beneficial new habits among a population. It can involve anything from encouraging people to make better health choices (such as eating healthier or exercising more), to redesigning the classroom to make kids learn more while actually enjoying school. Generally, these new habits produce desirable community outcomes: less obesity, lower medical costs, or a more effective educational system.

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OK – time to add up your total points to see if we have a “winner”. How many badges did you collect? Did you post or use any kind of social media during this webcast?

5 Step Process to Gamify any Project

Handout – Best ideas