NHRD April 2013.pdf - National HRD Network

So how do you start “play?”
Work becomes play when the task is so
satisfying and rewarding that its mundane
nature is of secondary importance. Here is
a quick checklist that you need to address
before you GAMIFY processes at your
workplace.
1. Goals: A common mistake is to get
so preoccupied with “techniques”
that you don’t think sufficiently about
the problem you’re trying to address
through the gaming solution. Which
core processes or strategies are the
ones that gamification is expected to
streamline? Are there comparative
examples from other progressive
organizations?
2. Audience: Who is your audience? What
motivates them? What aspects are likely
to appeal to them? Why would they like
or dislike a certain type of game?
Modify: Users may get tired of the system.
Organizations needs to learn to adapt as
data is continuously gathered. This means
that you should have a plan to modify/
update new content. How can you use
gamification to create greater engagement
and foster the right kinds of change? How
can you move to new business areas and
enlarge the scope of the initiatives?
3. Infrastructure: For designing the
right solution, you need clarity
of organizational goal, inputs on
m e a s u r e m e n t a n d a n a l y t i c s ,
considerations of incentives, and
possibly technology expertise. Not
only should you touch base with your
business-line strategists and managers,
you also need to develop networks of
support from game designers, experts
in data analytics, marketers, and even
social scientists.
4. Form: How do we form/design a
lifelike game? How do we engage our
audience through elegant design and
fun? People will lose interest if they feel
stuck perpetually at the bottom of the
scoreboard. Similarly, people will get
bored and switch off if there is little or
no challenge. The game design should
be such that the audience is able to see
progress toward mastery.
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April | 2013 NHRD Network Journal