This script is from a webcast that I prepared for a Fortune 500 company earlier this year. Because of a prior booking, I was unable to be at their event live, so we decided on an interactive webcast. I added soft-core gamification elements to the webcast to demonstrate the power of even these simple techniques, and also to help keep the audience engaged with the information.
Annual Sales Meeting June, 2014
Webcast for Sales Directors and their teams
You can access the presentation Gamification 101: Are You Ready for the Gamers? at: http://www.slideshare.net/monicacornettientreprenow/monica-cornetti-gamification-101-2020-workforce-presentation-for-private-client
About The Presenter: A gamification keynote speaker and curriculum designer, Monica Cornetti is rated as the #1 Gamification Guru in the World by UK-Based Leaderboarded. She is the author of the book Totally Awesome Training Activity Guide: Put Gamification to Work for You. Monica’s niche is gamification used in the corporate environment.
Contact Monica for information about hiring her to work with your group and learn how to apply gamification strategies that produce measurable, value-added ROI to your employee or client engagement strategies. monica@monicacornetti.com
Connect with Monica (@monicacornetti) www.monicacornetti.com
SCRIPT for Gamification 101 - 2020 Workforcefor Private Client Presentation
1. Page 1 of 15
Intro
Hello and Welcome to today’s Webinar – Gamification 101:
Are you Ready for the Gamer Employees? – My name is
Monica Cornetti and I will be your facilitator today.
As you move into your Workforce 2020 plan – I believe that
you are going to be very excited about adding gamification into
your training mix.
Gamification is becoming the hottest, cutting-edge tool not
only in the areas of patron engagement but also internally in
organizations in such areas as employee engagement and on-boarding,
knowledge transfer, and training and development.
I’m going to move fast. My plan is to go broad today to give
you the overview. You may have additional questions as you
start to go deeper into any of the topics that we cover today.
Take notes – we have scheduled time for Q&A into our time
together today, and you can also email me - see my email on
screen monica@monicacornetti.com
Let’s have some fun! I’ve informally gamified this webcast.
We’ll be on the honor system – you’ll be keeping track of your
points and badges on the scorecard I’ve provided or you. What
better way to learn about the power of gamification, than to
actually experience it?
LEVEL 1: The New Normal
If your employees and or clients/customers were born after
1971 – there is a new normal.
POINTS
If you were born after 1971 – 1 point
If you were born before 1971 – 2 points
The Gamers! Known as the G Generation
The G Generation – over 56 million strong – is a combination of
Gen Xers (born between 1965 and 1981) and the Millennials
(born since 1982).
2. Right now the G Generation is moving up in the business ranks,
becoming managers, partners, and eventually CEOs. Chances
are you manage employees from this generation, and in all
likelihood, before you leave your career, you may be managed
by them.
Before long, their way of thinking will pass the tipping point
and become standard operating procedure in business.
POINTS
If you manage someone from the G Generation (born after
1971) – 1 point
If you are G Generation and you are a manager (born after
1971) – 2 points
And the Boomers (born between 1946 and 1964), who grew up
without video games, will have to understand the gamers. That
means not only learning what they’re all about, but finding
ways to redesign organizational on-boarding, engagement,
training, and even how work is done.
If that sounds unlikely or unreasonable, you may — like me
and many people — have not realized the influence that video
games have inserted into all areas of our culture.
In the book Outliers, Malcolm Gladwell says that to be an
expert in your field requires a devotion to one’s craft for at
least 10,000 hours.
And a dedicated gamer will spend 10,000 hours playing by the
time they turn 21 – the time it takes to become an “expert.”
Badge: If you’ve read a book by Malcolm Gladwell – Fan Of
Wild Hair Gurus Badge
So the question is, just what exactly has the G Generation
become experts at? And how have these 10,000 hours affected
the way the G Generation views the business world?
Refer to handout
Page 2 of 15
3. There’s always an answer
o They are incredibly creative, optimistic, and
determined about solving any kind of problem you
can imagine – believing there will always be some
combination of moves that will result in success.
Trial and error is the best approach
o Gamers are comfortable with risks and they are
resilient. They know they can survive failure,
because they have failed thousands of times on
the way to whatever “wins” they have had within
games.
It’s all about competition
o Gamers approach the business world more like a
game. They see the different companies—and
maybe the people they work with—as "players."
They are competitive and very passionate about
"winning."
Make your own way in the world
o They are very confident, and somewhat suspicious
of bosses or a company hierarchy – preferring to
rely on their own abilities to succeed or fail.
The G Generation will change business because of who they
are, how they grew up, how they see the world, and how they
go after what they want.
Say these as I show bullet points on slide and refer to
handout
The New Normal
Combination of Gen Xers and Millennials
USA - 40 million active social gamers
30% are over 45
50% of gamers are female
200 million gamers on Facebook
Poll or chat bar response
POINTS
1. Yes! I play games at least 5 hours per week: 1 point
2. I am a social gamer, I play at least 1 hour a week: 1
points
Page 3 of 15
4. 3. I played games growing up ... not so much as an adult: 2
points
4. Who has time for games?: 3 points (congratulations on
participating in this webcast – I think you’ll actually find
out that we all play games)
5. Recovery Program needed? Addicted to social games –
in fact talking about them right now is making you pull
out your smart phone so that you can check your
status?: -2 points
Open Discussion – share with 2 or 3 people then with big
group :
What were your Favorite Games as a Child?
Open Discussion – share with 2 or 3 people then with big
group :
What games do you play as an adult in your daily activities?
Treadmill or doing dishes
Alliteration Activity Game
Rush Hour Roulette
Badge: Professor Plum
Page 4 of 15
LEVEL 2: What is Gamification?
Reality - we all play games – every day – how can we use the
elements and the psychology of games to attract and retain
high value employees? In the areas of training and
development?
Forward thinking organizations are beginning to understand
how the power of Gamification can increase engagement as
well as the bottom line.
The business community is starting to realize the power
Gamification has to build loyalty, improve customer and
employee engagement, and incentivize employees and
partners to perform at higher levels.
The term, “Gamification” first appeared on Google Trends in
5. September 2010. It is currently a $100 million a year industry,
expected to swell to $2.8 billion by 2015 and 5.8 billion by
2018.
With a trend like this, is it any wonder PepsiCo is planning the
implementation of Gamification for employee motivation and
engagement efforts?
Walk through examples on slides
McDonald’s Monopoly Game. Since 1989 – 6-7%
increase in revenue
FFP or Frequent flyer programs.
Foursquare, the location-based social network.
o People "check in" to places via their phones.
o Users are awarded badges for going out and
experiencing new things.
o And the more they frequent a place, the higher
their status becomes.
o They may become the "mayor" of their coffee
shop, potentially opening the door to discounts
and other prizes.
POINTS
Make a list of the FFP programs that you use.
Coffee, dry cleaner, restaurants, hotels, rental cars, airlines,
grocery stores, even Big Lots has a program and offer discounts
and special shopping hours. Give yourself a point for each FFP
program with a max of 5
So what about in your organization? Can you use Gamification
internally to motivate employees or in a specific project?
Getting started with gamification can be overwhelming and a
bit intimidating.
Gamification always should start with 3 major components:
1. Business Objectives
2. Player Profile
3. Good Game Design
Page 5 of 15
6. Let’s start with Business Objectives
Gartner Research Group predicts that by the end of this year -
80% of gamified business applications will fail to meet their
business objectives. No different than any other change
initiative in the workplace.
Before you start the gamification design process, you should
ask
What are your business objectives?
Why are we gamifying this process or project?
Will gamification help us to meet our business
objectives?
Open discussion: What specific business/learning objectives
and resulting actions might you gamify for your team?
There is space in your handout to record your ideas
Badge: Creative Contributor if you participated in discussion.
Recap: The goals should be as narrow as possible to help you
tailor your gamified activities and also to allow you to assess
the success of the project following completion.
Let’s use the example of on-boarding of new high value staff
members.
It is estimated that 50 to 60 percent of new hires quit
within the first six months of their employment.
Evidence suggests a mismatch between expectations
and actual job responsibilities plays a significant role in
early turnover, job dissatisfaction and low morale.
By gamifying certain processes along the way – for
example, filling out forms, taking sexual-harassment
courses, and learning about the company policies – you
can improve the rate at which these tasks are
completed, eliminate confusion and have a clear, well-defined
plan of action for new hires.
Page 6 of 15
7. Progression
Progression translates pretty easily into an on-boarding
process. Just make a big list of every step in the on-boarding
process, starting at the offer acceptance stage. Here are some
ideas for a checklist:
1. Pre- and post-arrival interviews.
2. Administrative tasks: HR paperwork, get picture taken,
and schedule first meeting with their manager.
3. Complete any necessary training.
4. Complete 90-day action plan.
The checklist could include percentage-completion figures at
each stage, so that a new hire has a visual representation of
how far they’ve come.
Progression Bar Word of Caution:
Gold: I can see I can do it.
Executive Platinum: I am discouraged before I even begin
Page 7 of 15
Level 3: Player Centered Design
Player Centered Design
Gamification always should start with the Player Profile – who
will be playing your game? What will motivate your player to
engage with the game and act in a way that you need them to?
Step 1: Know Your Player
The first step in the player centered design approach is to
understand the player and their context. The success of your
gamification efforts depends on this clear understanding. Is
your player a sales representative, a financial controller, an
employee, a supplier, or a customer? Identify them and
understand as much as you can about them.
Step 2: Identify Your Mission
The next step is to define the mission. This step involves
understanding the current business scenario (what players are
doing today), identifying the desired or target business
outcome (what management wants to achieve), and setting an
appropriate mission for your gamification project. For example,
RSR’s are not familiar with features of the product causing low
customer satisfaction ratings, the mission of the gamification
8. system could be to motivate agents to take advantage of
product training and share knowledge with one another.
Step 3: Understand human motivation
“Gamification is 75% Psychology and 25% Technology.”–Gabe
Zichermann
There are two general types of motivations: intrinsic and
extrinsic. Intrinsic refers to internal motivations such as
autonomy, mastery, and meaning. Extrinsic refers to external
motivational techniques such as money, trophies, etc
It is important to understand who will be playing the game and
what motivates them.
Richard Bartle is a British professor and game researcher, and
is one of the pioneers of the massively multiplayer online game
industry. Bartle did research on player personality types in
massively-multiplayer online games, and his research was put
into a test to classify players.
The Bartle Test of Gamer Psychology is a series of questions
and an accompanying scoring formula that classifies players as
an explorer, socializer, killer, or achiever.
The result of the Bartle Test is known as the “Bartle Quotient.”
You can follow this link to take the original Bartle test to see
what kind of gaming personality you are:
http://www.gamerdna.com/quizzes/
An easy way to remember the four styles is to associate them
with the suits in a standard deck of playing cards:
Players often move between the four styles, depending on
their mood or the current game. However, most players have a
primary style, and will only switch to other styles as a means to
advance in the game.
Let’s look at each player type
Page 8 of 15
9. Achievers: Also known as "Diamonds," these players see
gathering points, badges, levels, and other measurements of
success in a game, as their main goal. They will go to great
lengths to achieve rewards for prestige, even if the rewards
have little application or notice outside of the game.
Explorers: Explorers, called "Spades" for their tendency to dig
around, discover new areas, and learn about hidden places.
The real fun comes from discovering, and making complete
sets of collections. They traditionally like games where the
objective is to find your way out of a predicament by paying
close attention to detail and solving puzzles.
Socializers: There are a multitude of gamers who play for the
social aspect; they don’t care about the game itself. These
players are known as Socializers, or "Hearts." They gain the
most enjoyment from interacting with other players. The game
is merely a backdrop, a common ground where things happen.
Since their objective is not so much to win or explore, there
are few games that the Socializers enjoy based on their own
merits. Instead, Socializers use their experience to socialize
with those who have played them.
Killers: "Clubs" is a perfect nickname for what the Killer likes
to do … club people. They thrive on competition with other
players. They're in it for the sport, trying to read their
opponent's moves.
Some Killers are actually nice people who thrive on
competition. But for some, it's more about power and the
ability to “hurt” others. Their natural drive to compete stirs up
trouble.
Badge: Your Player Type
Page 9 of 15
10. Page 10 of 15
Self Determination Theory:
• Autonomy
• Mastery
• Purpose
Player Motivation
Daniel Pink – Drive
Pink, in his book, Drive, lists three elements of the motivation
formula: autonomy, mastery, and purpose. In situations where
people are paid fairly, this trio drives, engages, and stimulates
us to do our best work.
Here’s the breakdown:
Autonomy: Our self-direction is a natural inclination. Pink
points to the simple example of how children play and explore
all on their own. We’re all built with inner drive.
Self-determination theory, a theory of motivation that takes
into account people’s psychological needs. Helping employees
make progress by giving meaningful feedback, choice over how
to do things, and encouragement results in higher job
satisfaction and better job performance.
Workplaces can support autonomy by giving people real
control over various aspects of their work — whether it’s
deciding what to work on or when to do it.
Mastery: We want to get better at doing things. It’s why
learning a language or an instrument can be so frustrating at
first. If you feel like you’re not getting anywhere, your interest
flags and you may even give up. A sense of progress, not just in
our work, but our capabilities, contributes to our inner drive.
Employers should look at calibrating what people must do by
looking at what they can do. If the must-tasks are too difficult,
people will become worried and feel out of their league. If the
must-tasks are too easy, they will get bored.
The must-tasks should be just right. So Pink concludes that we
should work on Goldilocks tasks, which are neither too difficult
nor too easy. The trick is not to give tasks fitting a person’s
exact capabilities, but to give them space and support to reach
a little higher to foster improvement, continual mastery, and
growth. What this requires of employers is paying more
11. attention to how employees are doing and feeling about their
tasks in order to avoid keeping square Bob or triangle Mary
from trying and losing heart at fitting into round tasks.
Purpose: People who find purpose in their work unlock the
highest level of the motivation game. Pink says that it’s
connecting to a cause larger than yourself that drives the
deepest motivation. Purpose is what gets you out of bed in the
morning and into work without groaning and grumbling —
something that you just can’t fake.
Successful gamification should bring out learning as a natural
by-product of a pleasant and fun experience, not as a forced
outcome.
In just a second I’m going to put up a slide. I’m going to use a
stop watch and count for 60 seconds. During those 60 seconds
I want you to look at the numbers on the screen and count
them in numerical order – starting at 1 and counting as high as
you can as you find each number on the slide. At the end of 60
seconds I’ll ask you to stop – please write down the highest
number you reached.
Ok – let’s try it again – this time I’m going to give you one tool
that will help you to improve. Are you ready – the same thing –
I’ll use a stop watch and count to 60 seconds. At the end of one
minute I’ll ask you to stop and you write down the number you
reached.
POINTS
1 point if you improved from Test 1 to Test 2
What of the 3 Self-Determinate Motivators is this tapping into?
(Take 20 seconds with a partner.)
Page 11 of 15
Mastery
A new-hire safety training course in which
students group up and head out into the plant to
question workers on the ground about their own
experiences on the job.
The new hires return and report their findings to
one another, and even have a little fun while
they’re at it.
Autonomy
A Test
A new-hire training course in which students group up and
head out into the plant to question workers on the ground
about their own experiences on the job.
The new hires return and report their findings to one another,
and even have a little fun while they’re at it.
12. What of the 3 Self-Determinate Motivators is this tapping into?
(Take 20 seconds with a partner.)
Autonomy - The quest to seek out information on their own
radically transforms what easily could have been another
boring training seminar.
Page 12 of 15
Company goals are clearly explained to new
employees.
Using the principle of “cascading information,”
new workers are then given goals one at a time.
A second goal is given only when the first is
finished.
Cascading information delivery gives the
employee incentive to get to the “next” goal.
Purpose
Try Another:
Company goals are clearly explained to new employees.
Using the principle of “cascading information,” new workers
are then given goals one at a time. A second goal is given only
when the first is finished. (“Finished,” in this case, can mean a
lot of different things — maybe they’ve written out a plan, or
maybe they’ve actually completed a definite task.)
The cascading nature of information delivery in this case gives
the new employee some incentive to get to the “next” goal.
Done well – they company clearly explains their goals to new
employees. That allows employees to set their own goals in
support of the greater, company-wide ones.
What of the 3 Self-Determinate Motivators is this tapping into?
(Take 20 seconds with a partner.)
Purpose: Purposeful work is created when employees know
how their performance contributes to the progress of the
organization.
Question: Should I give you points if you got the test
questions correct? Does it motivate or de-motivate you to get
points for getting it right rather than giving thought to what
might be the right answer.
So give yourself points for each one that you at least tried – so
that’s a max of 3 points – if you are motivated by trying.
Give yourself points for each correct answer if you are
motivated by achievement tried – so that’s a max of 3 points
So the max points you can get in Level 3 is 7 points
What??? Life is NOT like that right? No one remembers 2nd
13. place? You’re in a competitive sales environment – make sure
your gamification is player centric – it’s different than if you
were going to do consumer facing gamification where you
would reward them for their engagement with you as a brand.
Page 13 of 15
Level 4: Gamification Simplified
Do work and fun need to be mutually exclusive
in a professional and profitable company
such as yours?
www.monicacornetti.com
You’re probably thinking – no – of course not.
But then when we think about managing employees, dealing
with difficult people, handling the required training for new
hires or internal policies and procedures – sometimes that
doesn’t seem so fun…
And yet, are you making work fun? Have you worked to make
training and learning fun?
Points:
1. Yes – we’re important people doing important work – it’s
time to put down the games and get to work: -1 point
2. No – of course not: 1 point
3. If you said No – but haven’t made it fun: -2 points
Check with the person next to you – with a smile on your face
ask them, “Are you being honest?”
Badge: If you truly believe that learning can be fun and that
work and fun do not have to be mutually exclusive – give
yourself the “Learning is Fun” Badge
Gamification is the use of
and techniques
in .
www.monicacornetti.com
Gamification is the use of game elements and game-design
techniques and mechanics in non-game contexts. Let me break
that down for you
Refer to handout chart with game elements, game mechanics
and non-game contexts on p.2
1.Avatars
2.Badges
3.Collections
4.Game Boards
5.Leaderboards
6.Levels
7.Narrative
8.Points
Game Elements: Think of game elements as a toolkit for
building a game. Game elements include game pieces, avatars,
rules, scoring points, proceeding to the next level, receiving
badges, or unlocking a reward. As you begin to gamify a
system, you should modify the elements to target certain
business objectives, and to make the experience more
engaging.
14. Game Mechanics: The aspects of games that make them fun,
addicting, and challenging can’t be reduced to a list of
components or step-by-step instructions. This is where game-design
techniques come in. How do you decide which game
elements to use to create a productive gamified experience?
Just like strategic leadership, managing a team, or creating a
killer marketing campaign, game design is a strong mix of
knowledge, skill, and luck.
Non-game Context: The final aspect of our definition is that
Gamification operates in non-game contexts such as on-boarding,
marketing, training, client engagement, etc.
The key element in each is that they involve real-world
business goals. Your players are not storming a fortress;
they are exploring the website of your new product.
They are not collecting gold coins; they are collecting
achievements on the way to learning a new skill or
process in the workplace.
Internal Gamification means that companies can use
Gamification to improve productivity within the organization in
order to encourage innovation, enhance teamwork, or
otherwise obtain positive business results through their own
employees.
External Gamification involves your customers or prospective
clients, members, or donors. These applications are generally
driven by marketing objectives. Gamification here is a way to
improve the relationships between businesses and customers,
producing increased engagement, identification with the
product, stronger loyalty, and ultimately higher revenues.
Behavior-change Gamification seeks to form beneficial new
habits among a population. It can involve anything from
encouraging people to make better health choices (such as
eating healthier or exercising more), to redesigning the
classroom to make kids learn more while actually enjoying
school. Generally, these new habits produce desirable
community outcomes: less obesity, lower medical costs, or a
more effective educational system.
Page 14 of 15
15. OK – time to add up your total points to see if we have a
“winner”.
How many badges did you collect?
Did you post or use any kind of social media during this
webcast?
5 Step Process to Gamify any Project
Handout – Best ideas
Page 15 of 15