Previously, I gave a primer on Gamificaiton here. In this post, I want to share one great way that Gamification can impact an organization: encourage behavior that impacts the bottom line. While analytics has become very popular for upper level management within organizations as a way to rank the effectiveness of ‘anything,’ there is also a great opportunity to allow that information to be presented to everyone within an organization, not just management. Gamification can be used to provide everyone insight into their performance, their team’s performance, and the company’s performance.
For more detail on how Gamification and social business impacts your bottom line, download the McKinsey report.
Gamification and User Analytics: Remember to Share!
Gamification = User Accessible Analytics + Rewards
Without analytical information, Gamification cannot exist, and without a level of accessibility for everyone, analytical information loses it’s value to influence the actions end users.
Users want to know how they are doing at work in comparison to others, and this is where Gamification fits in perfectly. When an individual wants to know how they are doing, performance wise, they would track how many likes, reads, points and what rewards they have earned. They can then use this information as a baseline on how their performance. If you then toss in a bit of openness (a.k.a., being able to compare your baseline to someone else) a new employee will be able to see what sorts of activities a ‘high performer’ does to be successful.
What can companies do to improve?
There are a number of analytics tools available for the enterprise. Often times, once those tools are deployed within a company the data is only accessed by either a few specific people or dedicated teams. There is a great opportunity to open up traditional analytics data to let employees understand how they compare to each other. Now, there is such a thing as ‘too much information’ so the amount of detail passed to users / employees would of course need to be presented in a digestible format. Social context can be used to limit who a user can compare their performance to, which means limiting who users can compare themselves to based on job role or interests. My advice would be to either leverage Gamification to gather information on what employees are doing on a daily basis, or open up your current analytics process to better include all employees within a company.
There is no question that there is a wealth of knowledge within every company’s analytics storage of choice, and there can be considerable benefit in just opening up that information to a wider audience. BUT – the key piece to understand is that this Gamification/analytical information being presented to the end user must be tied to something that is proven to provide value to the company. Don’t just show a user they are the best at something, show them that they are the best at something that is saving the company money, increasing sales, or generating ideas. That is where data becomes valuable.
What user-analytics do your employees have access to? Is this used to influence employee behavior?
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