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What does the mob have in common with us? Pay taxes. That's why also the mob better pays them, otherwise they end up like Chicago's Al Capone: he was not convicted for any of the heinous murders under his watch and order, but for evading taxes.
But the big difference is that being a CPA for the mob is way more adventurous than working for most of the regular companies. Rocketfuel DSC together with the Canadian Chartered Accountant Professionals launched their free game The Accounted that teaches accounting in a fun style. In the role of a hotshot detective named ACE the player is confronted with puzzles and accounting information, and has to follow the case. The mystery that unfolds in 1940’s New York challenges ACE’s accounting knowledge every step of the way though puzzles and accounting quizzes. ACE realizes that not everything is what it seems as she dives deeper into the world of notorious mobster, Tony Zoots.
Other companies have gone similar routes of engaging people with often boring and mandatory learning content such as compliance. Most notoriously TrueOffice has had quite some success, and The Accountant will be following this pattern.
Conventional wisdom has it that sales people love competition. They want a challenge, beat their friends and colleagues, and be on top of the leaderboard. And sales managers constantly use carrots and competition, because this is what “motivates" sales agents. But is this true?
We know that sales reps have to make money for the company. Depending on the product or service sold, the sales process and effort can vary significantly, from products and services which need a lot of explaining and have long sales cycles, to others that need nearly no explanations and sell quickly. Either way, competition puts stress on the fragile relationships between sales agents, colleagues, and customers and here are nine reasons why.
When we consider the reason why we start companies, it’s because together we can achieve more than as individuals. If we pit sales agents to compete for a scarce item such as a bonus or the top spot on a leaderboard, we discourage collaboration. To stay on top, successful sales agents will not disclose their secrets of what makes them land all the deals.
If you’ve used competition in the past, have you also crunched the numbers? Then you've very likely found out that only a few percent of your sales force actually do participate and hit the top. But what about the others? Given the number, it is nearly always better to find a way lifting the sales numbers of the whole team than just the ones who participate in a competition. And these numbers are confirmed from the game world as well. According to Richard Bartle's player types, killers (the competitive players) make less than 1% of the population. Lifting 20 sales agents by 10% and not just having the first two double their sales is a better strategy.
A question that I get pretty often is what are the game mechanics that make the best gamification design? I struggle with this question, because it is so wrong from many angles. And here is why.
First, game and gamification designer have done a lousy job so far in finding good categorizations of what is commonly referred to as game mechanic. When someone uses that term, they mean elements like points, badges, leaderboards (or short PBL). But mechanic is misleading. A mechanic is something that is hidden from the player, but has an effect on the game, such as gravity.
In fact mechanic is just one of at least ten element categories, and these are:
Instead of game mechanics, I prefer to use the term gamification design elements.
Our Enterprise Gamification Wiki already lists several dozen of them, and we haven't even started yet to add them all to the list. There are probably hundreds of design elements and the future will show. But let's come back to our original question of which ones make the best gamification design.
Learning and Gamification aren't two different disciplines; they work side-by-side. Both are used to change employee behavior. One by promoting a better understanding of the job at hand, the other through encouraging certain employee behaviors and by providing clear and effective calls-to-action that follow the employee across systems and processes during the workday. That's why effective learning and gamification, combined, unleash employees' growth potential.
We've been doing a lot of learnification lately, mostly by gamifying training and on-boarding processes at Fortune 500 companies. The results: a gamified learning process is 3 times more effective than a non-gamified process!
Many companies have already made the investment in Learning Management Systems. Using those together with gamification or incorporating learning management features within gamification, through the use of quizzes, polls etc. are proven to improve employee engagement during the learning process.