Archive for November, 2012

HR Trends. No.4: Gamification

While spending some time at HR conferences and listening to presentations about recruitment trends (including my own :-D) it was obvious that gamification is another major driver everyone is looking into. If you look for best practice examples in the market, most of them are built for recruitment. And they are games (not necessarily synonymously for ‘gamified’), e.g My Marriott Hotel:

Great integration of learning about possible job contents as well as potential assessment. I also like fliplife, as it offers corporations the chance to present themselves in a ‘relaxed’ third party environment.

The use of games for employer branding and recruitment seems logical, considering the developments in demography and technology. And it is also the most intentional one in the HR toolbox. But there should be more applications, corporate learning might be next to be gamified.

But let’s have a look into what gamification is at all to better understand where it will add value.

I talked to Roman Rackwitz, founder and CEO of engaginglab – I would also call him my personal gamification guru… Because I am lazy by nature I asked Roman to introduce engaginglab himself: “Engaginglab enriches ‘user behavior’ by implementing fun into activites. How? By using what is build into our DNA –> ‘Play’. Play is nature’s learning engine and so it touches our innerst habits. Engaginglab achieves that by showing a path to mastery and autonomy, by combining behavior psychology with game-design-thinking. We are reverse-engineering what makes games effective and graft it into a business environment.” Well, he is clearly not a friend of binary answers 🙂 Need more proof of that? Enjoy his answers below:

1. We know corporate games like L’Oréal’s Reveal or MyMarriott. Is that what gamification looks like?

Let’s look at the official definition of gamification: “…the use of game mechanics and game design techniques in non-game contexts.” So, from this point of view it is gamification because they use these games for a non-game-context, as to say: Recruitment.

2. How would you define gamification?

Taking your first question into consideration I distinguish between two conditions:
If you take a problem related to real life and put it into a classic game like MyMarriott or Reveal, than I call it “serious game”. And the more social the problem, the more related to a huge community or even society, the more serious it is.

On the other side, if you want to get people engaged in real life activities and you think about games as a role model – because games can really be engaging, right? – than you use game design thinking and put game elements at these real life activities. It is the other way round than serious games. And in my opinion this is gamification.

If gamification is done well you never think about playing a game. Yes, you feel challenged, engaged, focused and involved into your activity the same way you feel it when playing a game. But you would never characterize it as one.

3. Most people think of gamification in recruiting. Where else could gamification be applied in an HR context?

For HR I believe that gamification can be applied for the whole employee-life cycle.

  • Attraction: For example by using gamified crowdsourcing activities, open-source projects or – like mentioned above – even serious games to increase the brand awareness and so also its attractivity as an interesting potential employer.
  • Recruitment: For example by using game-elements to get people to solve different problems and challenges that help the HR-department to find the right people for the right job.
  • Expectancy: For example, by using a game-like environment like simulations that let new employees learn the company’s processes without the risk of failure. At the same time the employer could use these simulations to get some new approaches to solve an old problem.
  • Development/Education: For example by using game-elements like clear goals, rules, missions and challenges that help old and new employees to find their own ‘path to mastery’. This way people know better what is being expected from them , what are possible ways to do so and where to start.
  • Knowledgemanagement/Collaboration: For example by using (almost) real-time feedback as we know it from board- and onlinegames to provide fast and individual guidance through complex and abstract work processes. Such a ‘feedback-loop’ combined with goals, rules, missions and challenges enhances people to collaborate and to share knowledge in order to achieve a common goal.

Looking at gamification for the HR-Department from a meta level experienced that it supports also to create a transformational leadership inside a company rather than a transactional leadership. We still have to wait for longterm results (Gamification is a young discipline) but this already indicates a more effective way to hire the right people, to benefit employee satisfaction and to decrease workforce fluctuation.

4. What would you call best practices?

Great examples for different sectors are:

  • Serious games: In 2011, players of Foldit helped to decipher the crystal structure of an AIDS-causing monkey virus. While the puzzle was available to play for a period of three weeks, players produced an accurate 3D model of the enzyme in just ten days. The problem of how to configure the structure of the enzyme had stumped scientists for 15 years.
  • Gamification in CRM: Nitro for salesforce. It engages and motivates sales teams by adding challenges, points, levels, status, achievements, and rewards.
  • Gamification in Education: Duolingo  & Codecadamy
  • Gamification in Finance: Playmoolah (for kids), Payoff , SaveUp, Mint
  • Gamification in  Health: Contrex, Piano stairs, Sex for health, HealthMonth, S2H
  • Gamification in Innovation: Starbucks, Innocentive 
  • Gamification in Production: Siemens (simulation)
  • Marketing&Branding: SAP
  • Gamification in Projectmanagement: Propstoyou , RedCritter

5. Which cool stuff will we see in 2013?

Gamifcation needs the possibility to interact with its users to provide real-time data & feedback within the activities. The development of new technologies like ‘augmented reality’ and gadgets will enhance agencies and providers to create more intuitive and individual programs. Tools like Google glasses will create huge opportunities for gamification companies to develop new applications. This video “Sight” shows its possibilities. Even if the movie focuses rather on the risks of bad gamification than its positive potentials, it is a good insight of what could be possible in the future.

I think that in 2013 we will have an increased awareness and some great examples of how to build processes that take human behavior more into consideration. The number of companies implementing gamified processes in Europe will double and by 2015 more than 50 percent of organizations that manage innovation processes will gamify those processes.

6. Some businesses think that gamification means to let their employees play games at work. What do you tell them?

Unfortunately the term gamification is a little bit misleading but now we have to stick to it. Gamification is not about creating games but about reverse-engineering what makes games so effective and graft it into a business environment. Games are awesome at creating engagement, focus, and involvement for its users. While playing a game we are more concentrated, open to changes, more open to solve problems, and to tackle challenges. We are more collaborative, goal orientated, less risk-averse and it is not demotivating if we fail. Imagine you would have a workforce like this within your company.
So, gamification uses game-design-thinking combined with the upcoming science of behavior- and motivational psychology to re-design work processes to engage employees in a deeper way.

7. Why is Gamification especially for HR such a ‘hot’ subject?

The last century proved that services and products that are implementing social aspects are often better prepared than those without. And it is obvious, right? We are social and so products/services should adopt this fact to become more intuitive for us. And of course we use new technologies to make this happen. Od do you say: “Hey, we humans should adjust ourselves to technology.”? No. It doesn’t make sense this way.

And I think that we are experiencing something similar with Gamification and HR. Since the beginning of the industrial revolution we thought about how to make everything more efficient. How to make everything faster and bigger or even smaller. It was a question about technology. A question about equipment and units. It was about technical-design and no one thought about the consequences for the employees. They just had to get comfortable with that or leave.

But time changed and now and globalisation and other developments created an unbelievable demand for tasks that depend totally just on human performance. Research, creativity, innovation, complex problem solving, and so on. It changed from a question about pure technology to a question about human-centred-activities. So, after decades of technical improvements we are looking for ways how we can create an environment that enhances us humans. And it makes sense to look at Evolution and how it manged to get us this far. And I think that one of its secret was the possibility to let us perform on a higher level of engagement while playing around. But of course we can’t say: “Ok, let’s play some games at work.” And here starts the idea behind Gamification: “Reverse-engineering what makes games effective and graft it into a business environment.”

HR (at its best) is the development department for the most valuable asset of a company, and Gamification their instrument for fine tuning.

So way to go for HR. Let the games begin!


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HR Trends. No.3: ‘Virtual Storytelling’

Recently I saw some informative and nonetheless not-boring videos about HR topics. Why haven’t they been boring? Well, they integrated some active drawing while telling the story. Here is an example by The Talent Project:

There are a lot more out there, so it seems like another trend 🙂 Well, not only because of the growing number of examples; changing ways of learning and communicating ask for more entertaining tools. And storytelling has always been one of the most powerful tools of communication. By the nature of what it looks like, let’s call it ‘virtual storytelling’. Saatkorn recently blogged about it too (German!).

And, co-incident had it, that I recently met someone who is actively working on adding value to HR by using virtual storytelling. So let’s hear what Susanne Ambros, has to say about it:

HR Factory are a medium-size service provider with 80 people of staff and affiliations in several European locations (actually we worked with them during my time at Microsoft). The company is focused on services of Business Process Outsourcing. With over 10 years of experience in the field, HR factory provides a range of services from recruitment administration to consulting and tailored solutions for personnel development and HR management.

susanne.ambros AT

1. Could you describe the basic idea of Virtual Storytelling (VS) and Scribicon?

People have always been captivated by good stories and storytelling unites people regardless of their age or cultural background. A story can be told through words or pictures or combining both. An engaging story nurtures the imagination and is easily remembered. We have taken the idea of storytelling and converted it into a smarter, more modern format. Virtual storytelling combines the essence of storytelling with modern media, using animated video clips. Once created, the story is recorded and can be revisited whenever and wherever desired without having to worry that some parts may have been altered or lost by word of mouth. We have created Scribicon to capture the idea of virtual storytelling and make it accessible to everyone who wants to communicate their message effectively. Scribicon not only allows you to simultaneously see and hear the story being told, it brings you closer, as you watch the tale unfold with each stroke of the pen. It is a highly captivating and, therefore, memorable process, which leads to better retention of the information conveyed.

2. Why do you think that there is a need for these kinds of visualisation?

Much of the information that is given out on a daily basis, never actually gets read because people simply do not have the time or energy to do so. Getting one’s message across is the responsibility of the message owner. It would be unwise to expect the audience to make an effort to find and understand a message that you want to communicate. It is in the interest of the communicator to make his message as attractive as possible to get the attention and results desired.
With VS, video, audio, text and animation are combined and this combination catches the attention of people with different dominant sensory channels.

3. What would you say are the main advantages of VS in comparison to ‘old fashioned’ communication tools?

Old fashioned communication tools are often boring and are unable to hold the interest of audiences. Plain text is commonly used to convey a message in cases where direct interaction between individuals is not possible. There can be a number of downsides to this sort of communication. For an example it may not be possible to squeeze the message into a sentence or two that would most likely catch the audience’s attention. Or it can also leave too much space for interpretation and we cannot be sure that our message got across the way it was intended to. A long text may seem boring and people may not have the time or energy to read through it. Also, long texts leave too much room for interpretation, so we can’t be sure that the reader picked out the message that was intended. It is of course possible to animate text in online presentations, the downside here, however, is that it is still text, and it may be difficult for the reader/viewer to put it into a right context.
A speech is often more attractive than a written text. It is complimented with changes in intonation, pace and timbre. However, it lacks a visual anchor that is often needed for the audience to memorize the information and relate it to their own knowledge and experiences.
In case of a video the emphasis is on visual perception channels and there is a risk that the message gets lost in the large amount of visual action.
The main advantages of video scribing, therefore, are an optimal level of complexity and a combination of different communication channels (i.e. audio, video and text). As important as the technical implementation of a VS clip is the story behind it. The information is placed into a context and different bits are connected to one another. This form of storytelling enables a better understanding of the information received and leaves less space for misinterpretation.

4. Could you give some examples of this?

An employee receives an email with written text only or it has a presentation attached to it. The employee has to read and click through pages, which is time consuming, not very engaging or entertaining and therefore most likely the core message will be lost or, in the worst case, not even read at all.
If the employee receives an email with a link to a VS clip, they click on it and they can immediately watch and enjoy the message that is being told. It is more likely, they will view the clip again and the information or message brought via VS is more memorable.

5. How elaborate is VS for the client?

VS is very flexible and adaptable. Depending on the nature and volume of information that the client wishes to communicate, it is possible to create a VS clip to exactly match the client’s needs. It is possible to make short influential clips to communicate one specific and clear message. However, it is also possible to successfully convert a complex strategy overview into a VS clip.
The VS clip format is very versatile. In style, it is possible to opt for anything from simple monochrome line-art, up to vibrant, full-colour images. Animation options range from a sequence of stills, to a full animation that looks like a small cartoon. We can add music and a voice-over, using the ideal speaker to suit the mood of the clip.

6. Where do you think is the biggest future potential of VS?

VS can be used everywhere that information, knowledge or ideas need to be communicated. The possibilities are endless – VS can be used to further illustrate any kind of message. Using Scribicon can make the client stand out and really attract attention. So it can be used for marketing purposes, to communicate memos or company policies, to liven up learning material or any other purpose you can think of. Video is the fastest growing medium on the Internet (YouTube is now ranked 4th in the world in terms of traffic and it is the second largest search engine on the web) so the potential of VS is virtually limitless.
While advertising and marketing are already very diversely managed and the limit there is only one’s creativity, we see a lot of potential in learning and knowledge management. Online and distance education has become incredibly popular. We also see a vast potential in mobile learning. VS can be built into online and interactive learning courses and can be combined with other types of media to refresh or test one’s knowledge. The learner can visit and revisit the short VS clips when and where he finds suitable either on his computer, tablet or mobile device. We would encourage teachers and lecturers to explore the possibilities of mobile learning and VS to enhance their training programmes and offer their students a more enjoyable way to learn.

7. Do you know some examples of where VS has been successfully used for employer branding or talent acquisition?

VS has already been taken advantage of by many different clients for various purposes. In several cases VS has been used for internal company communication, marketing and branding.
Our own company strategy and vision for the next period was communicated via Scribicon and up until now we have recorded 480 views of the clips, whereas we ‘only’ have 80 employees in our company. We usually would have had a few company meetings where the new strategy would have been communicated and all of the downsides of a usual presentation or speech would have applied. Instead we now have people revisiting the clips again and again. The strategy was published in Q1 this year, but if you ask any of our colleagues now at any point of time what are we here for and what we aim for, you don’t get a blank gaze, but an actual answer. The message has stuck!


HR Trends. No.2: Review portals

Posting in German as the interviews are in German and the topic is related to the German market.

Vor einiger Zeit hat mir eine Freundin, die im Executive Search tätig ist, Ihr Leid geklagt: Eine Kandidatin wurde nach dem persönlichen Interview beim Kunden abgelehnt (vor allem aufgrund des nachfolgenden Background-Checks). Der Search-Prozess selbst lief wohl nicht so optimal, was ausnahmsweise mal nicht auf interne Prozesse beim Kunden zurückzuführen war. Im Nachgang veröffentlichte die abgelehnte Kandidatin eine äußerst negative Bewertung des Kunden auf kununu. Kununu hat auf die Rückmeldung der Agentur umgehend reagiert, unterzog die Bewertung einem ausführlichen Check und musste feststellen, dass der abgegebene Erfahrungsbericht nicht  den gesetzlichen Richtlinien entsprochen hat. Daher wurde die Bewertung offline genommen.  Nun kann man darüber streiten, ob es gerechtfertigt ist, ein Unternehmen dafür abzustrafen, dass ein beauftragter Dienstleister nicht optimal arbeitet (ich würde sagen, in solchen Einzelfällen eher nicht). Aber generell stellt sich die Frage von Nutzen und Datenqualität von Arbeitgeberbewertungsportalen.

Vor allem die Relevanz der Bewertungen sehe ich in diesen Portalen kritisch. Man kann davon ausgehen (und Studien weisen dies im Marketingkontext auch nach), dass eine Mehrheit der Bewerter (und -Innen :-)) eher negative Erfahrungen mit dem Unternehmen gemacht hat. Hierdurch wird die Darstellung der Unternehmen im allgemeinen verzerrt.

Darüber hinaus, ist es natürlich für Unternehmen verlockend, positive Bewertungen “zu fördern” – inwieweit dies passiert, lässt sich allerdings nur schlecht abschätzen.

Wer kununu noch nicht kennt: kununu ist das deutschsprachige Pendant zu Arbeitgeberbewertungsportalen wie bspw. glassdoor, jobitorial oder ratemyemployer im angelsächsischen Bereich. Ich habe Tamara Frast, Public Relations & Social Media Manager bei kununu, zu diesem Thema gefragt:

Das Thema Fake-Bewertungen nehmen wir in unserer Position als Marktführer sehr ernst und walten entsprechende Sorgfalt. Neben bereits bestehenden technischen Sicherheitsvorkehrungen sorgt ein eigenes Community Management-Team für eine manuelle Kontrolle.

Jeder Besucher, der eine Bewertung abgeben möchte, muss sich mit einer ordnungsgemäßen Mailadresse registrieren. Trashmailadressen werden von uns nicht akzeptiert. Technische Filter verhindern zudem das Posten von Schimpfwörtern und namentlichen Erwähnungen.

Darüber hinaus hat jeder Arbeitgeber die Möglichkeit, unserem Support-Team Rückmeldung zu geben: Liegt eine Bewertung mit bedenklichen Inhalt vor, überprüfen wir diese umgehend. Entspricht diese weder den gesetzlichen als unseren freiwillig selbst auferlegten Kriterien, wird der User verständigt, seine Bewertung dahingehend zu korrigieren.

Wie gehen andere Bewertungsportale mit dieser Problematik um? Yelp, das momentan noch nicht im Arbeitgeberbereich arbeitet, scheint zumindest bei der Thematik „Bias“ noch einen Schritt weiter. Nocheinmal Verena Schmuck, Yelp Community Manager:

Das ist so ne Sache. Zum einen gibt es natürlich die Community Manager, die wirklich jeden einzelnen Beitrag in ihrer Stadt auf Qualität überprüfen und ggf. die User direkt anschreiben (wenn es sich zum Beispiel offensichtlich um Mitarbeiter des rezensierten Geschäfts handelt) Daneben gibt es den in Deutschland noch eher unbekannten Review Filter, der dafür sorgt, dass die Qualität auf einem hohen Level bleibt.

Der Filter ist in den USA sehr umstritten, weil hier natürlich ab und zu Beiträge darunter fallen, die tatsächlich ehrlich sind, aber vom Filter als “bias” gewertet wurden. Über die Algorithmen können wir nichts sagen, dass ist selbst intern absolut top secret. Trotzdem ist der Filter ein wesentlicher Garant, dass die Bewertungen auf Yelp ehrlich und ohne Interessenkonflikte ablaufen.

Die Problematiken des Bias und der Manipulation sind also erkannt und es wird daran gearbeitet – bis dahin sollte man sich aber diesen Verzerrungen bewusst sein. Für Bewerber bieten Reviewportale in jedem Fall eine zusätzliche(!) Informationsquelle und eine Möglichkeit, kritische Themen zu identifizieren und ggf. im Interview zu thematisieren. Allerdings sollte man sich noch immer ein eigenes Bild vom potentiellen Arbeitgeber machen und wo möglich eigene persönliche Kontakte ins Unternehmen als Informationsquelle suchen und nutzen.

Für Unternehmen gilt, was insgesamt im Bereich Social Media gilt: Die Erfolgsfaktoren sind Monitoring und sauberes Reputationsmanagement. Darüberhinaus können solche Reviews als Quelle zur Wettbewerbsbeobachtung genutzt werden, und Recruitment sollte die negativen Reviews durchaus nutzen um mit Human Resources und dem Business Verbesserungen der EVP zu erreichen.

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