ABSTRACTThetheoretical framework of this paper aims to determine the implications ofGamification in the Change Management setting. To keep pace the change has tobe brought in a planned structured from definingthe vision for a change, to creating a strategy to effect it and motivating theactual change and this is where the role of Change Management comes into play.Secondarydata has been collected to find what game strategy is used by top companies invarious functions of HR. The hallmark of gamification lies in adopting aplayer-centric design that focus on the motivation and rewards that trulyengage and excite employees. INTRODUCTION “You have to learn the rules of the game &then you have to play better than anyone else.” – Albert Einstein.
Based on similar notion, organizations todayco-relate Gamification and HR. Gamification can be defined as theapplication of game elements and principles in non-game scenarios of an organization’sday to day business andprocesses. While games are fun exercisesand are simply suggested for diversion, gamification consolidates video gamesand other technology-enhanced gaming frameworksto transform workplace activities. The idea of gamification depends on, andlinks with, an array of theories including those of learning and development, humanpsychology, fun, behavioural economics, communication , performance, team-working, motivation, etc. Thepopularity of gamification is soaring as of late and is quick picking up supportersamong Indian HR managers as the very concept of play and work is being transformed.A significant number of the business experts are still wary as to howgamification can have impact on the business, however the companies that have appliedit have indicated positive results. It is likewise used in smart phoneapplications that attribute success to companies like Foursquare and Nike+.Foursquare uses badges to reward users when they visit physical stores, while,Nike+ awards points on completion of physical activity tasks.
Different researchers have distinctiveconclusion as to why gamification can be effective. Few researchers say thatgamification helps to increase extrinsic motivation which raises productivityfor short term, while other propose that gamification is best when utilised forlong term engagement of the employees.Source: eLearningindustry “Top-gamification statistics and facts for2015” Different strategiesare adopted by organization as part of the change management process.
In anycase, couple of strategies are more preferred as it increases employeeengagement. eLearning professionals should keep in mind that not allgamification tactics will be equally successful, as in order to be effective itis imperative to engage the employees in the learning process. This can onlyhappen if the audience find these strategies stimulating and engaging. Asindicated by the findings of a TalentLMS survey, there are certain gamificationtechniques that the employees like most and therefore learn through those enthusiastically. CHANGEMANAGEMENT Change management is about transitioning into adesired future state. Itoffers an inventive approach to handle the change in a subtle way that is ongoing, a pre-requisite for a healthy organization. Change is a structured, multi-phase process, fromdefining the vision for a change, to creating a strategy to effect it andmotivating the actual change.
Motivating the workforce is essential to changemanagement, but not trivial to accomplish. This is where gamificationcomes in picture. Byusing game psychology and the principles of Gamification, it is possible totranslate the traditional enthusiasm for play and social media engagement intothe workplace as a basis for both succeeding with and accelerating the uptakeof change. Organizational change is a multifaceted andlong-term task.
Change in any organization is completely done in an organizedmanner where different parts of the change process is prioritized, timelinesare given, each task is assigned responsibility and then the mechanisms arereviewed wherever necessary.CHANGE AS A PROCESSAs aprocess, change was first conceptualized by Lewin in 1947. Lewin stated thatthe process is divided in three phases – Unfreeze the organization, Change itand Refreeze the new configuration. The first phase implies getting a state ofan understanding that change is fundamental and to get ready to leave thepresent condition of solace for future advantages. In second phase, individualsneed to push ahead to embrace another changed setup. Individuals are mostdreadful from this phase of progress process as they need to leave their presentsafe place i.e.
, their comfort zone. During the Refreeze phase, change isacknowledged as another standard in an association and now the change hasbecome a piece of routine process. MAPPING GAMIFICATION ONTO CHANGEMANAGEMENT PROCESSGamification for change managementmeans a good game design and not merely a game mechanic slapped on top of anexisting system. Although quick adoption wins are needed, longer-term engagement alsoneeds to be made. To ensurea good gain design, Galpin, Senior Lecturer of Strategy & Innovation in theyear 1996 proposed strategic steps to make use of efficient change process. Firstly,Define the need to change: At the underlying advance, it is necessary todistinguish the need of progress after thorough appraisal of the currentcircumstance.
Secondly,Develop a vision of the result of change: For a powerful change process, it is essentialto build up some unmistakable vision about the results or outcome of theadjustment in an association.Thirdly,Leverage teams to design, test, and implement changes: To determine the mostideal result, it is important to engage groups that can configurate, test andactualize systems through which change viability can be guaranteed.Fourth,Addressing the cultural aspects of the organization that will help and sustainchange: The procedure of progress must be in sync with the way of life of an organizationas it will encourage them to face the future difficulties.Fifth, Developingthe essential attributes and skills needed to lead the change effort: Forfruitful completion of the progress process, certain qualities and abilitiesare viewed as more desirable and imperative to ensure the completion of theprocess.Differentcompanies use gamification in different functions of management – 1. Recruitment & Talent Acquisition processes: The hiring process of any organization can be turned into gamifiedexperience by rewarding the individuals with certain definite perks as theycomplete each step in the process from start to end.
This would attract morecandidates to apply for the process and would also give them a taste ofday-to-day life within a company. Example– • Whirlpool publishes “cryptic puzzles” onsocial media to attract the prospective employees and to keep the brand connectalive. • MarriottInternational Inc. has developed a hotel-themes “online game” to familiarizethe prospective employees with the company culture. • PwC built agame called “Multipoly” which enables the prospective employees to virtuallytest their readiness for working at the firm by working in groups to tacklereal life business issues. 2.
Employee engagement& Talent Retention of high performers and valued employees:All work andno play make for disengaged workers. A Gallup study in 2012 revealed that 70%of workers are disengaged at work, hence it becomes crucial for an organizationto increase employee engagement and to retain the top performers formaintaining consistency and avoiding costly turnover. Games can connect withthe employees in an emotional and psychological way. The employees can berewarded with redeemable badges, points and leader boards for activitycompletion and progression at each level and thus engaging them to theirtask.
Examples-• TCSdeveloped the “MMORPG” (Massively Multiplayer Online Role-Playing Games) whichincorporates real-world industrial simulation that initiates better team playand greater collaboration. • Ubercreated an app “UberDRIVE” that helped potential employees to test theirabilities and increase their confidence. • SAP developeda “Roadwarrior” for their sales team which recreates a planning session that happensbefore they call a client. Leaderboard tracks the best performer, and anyone canchallenge the leader to a duel of quizzes. 3. Training,Learning & Development:People have a natural inclination to want toimprove and learn new skills, but they aren’t always certain what the most ideal approach to accomplish that is.
Gamification offers just that. By breaking up the learning process intomanageable areas that the user can take in without feeling overwhelmed by thesheer vastness of the subject that he is attempting to learn, gamification facilitatesa steady improvement and learning experience. HR training programs andother compliance exercises are for the most part not on the priority lists ofmost of the employees as these things generally don’t have an interface withtheir everyday activities. Hence, including gamification components canmotivate employees to participate in such training programs. If these programs& activities enable employees to earn rewards & recognition or missionsin their gamification dictionary; they will also incorporate them in theirpriority list.
Example – • Deloitte turned to “Badgeville” to introducegamified components like leaderboards, badges and status symbols that measuredhow many executives were taking an interest and finishing training courses. • Pep Boys,an automobile company in US adopted a “quizzing technique” where employees quizeach other every day. Employees who can’t answer correctly receive an immediatereminder.
Employees who answer correctly get to play a slot machine game with achance for a cash award. • DevHub added a “gaming feature to itsplatform where employees received badges, called “devatars”, for completingtasks, especially the boring and challenging work employees usually avoid orput off. CONCLUSION:As per Gartner, “By 2014, 80 percent of current gamified applicationswill fail to meet business objectives primarily due to poor design.” The emphasisis usually on the obvious game mechanics, like badges, points, leader boardsand beating the competition, rather than the subtler and more critical gamedesign components, such as collaboration, balancing competition and engagement.
Gamificationhas reached the pinnacle of the Gartner Hype Cycles (Gartner’s website definesit as “A graphic representation of the maturityand adoption of technologies and applications, and how they are potentiallyrelevant to solving real business problems and exploiting new opportunities”) andjust like most new trends and technologies, the initial build-up surroundingthe trend has created unrealistic expectations for success and numerous poorimplementation plans have followed. Gamification has travelled through the hypecycle from the peak of inflated expectations into the trough ofdisillusionment. While we are positive on the longer-term impact ofgamification, we are less optimistic about the immediate term impact which manyorganisations expected from the execution of gamification, a “quick fix”solution to all their issues. Asindicated by Professor B.J. Fogg, an experimental psychologist at StanfordUniversity, there are three fundamentals that must unite in order for a changein behaviour to occur: motivation, ability, and trigger. Not only theirpresence but their timing is also critical. All three elements have to happenat the same time.
The application of gametheory concepts and techniques to non-game activities, i.e. Gamification, gives theemployees a much-needed boost in motivation in order to becomes more activelyparticipative in the learning process. Moreover, it also serves as an incentivefor those who may be more competitive in nature. A survey conducted byTalentLMS in 2015, showed the following: Source: eLearningindustry “Top-gamification statistics and facts for2015” Successfulgamification tools work because they:· Giveusers the motivation to do something (the chance to excel, gain rewards orreceive recognition)· Giveusers the ability to perform a task – by enabling it, or breaking each taskinto bite-size chunks, increasing the perceived competence for the user· Give theuser a trigger or indication to complete the actionIf allthese conditions are met, gamification has the potential to change behaviour,create motivation and keep employees engaged.
As the management continues to realize the importance of gamification, learningmanagement systems will become more gamified, the order-entry systems willbecome more gamified, and the use of game principles in non-game context toengage employees will continue to become infused with other system.Increasingly, gamification is expected to be linked to business systems andoperations, with the game principles directly tied to an employee’sperformance. The third area of growth within gamification is hoped to be in thearea of virtual and augmented reality.