Why gam­i­fi­ca­tion of the work­place helps

Khaleej Times - - BUSINESS - RO­HAN NATHAN The writer is man­ag­ing part­ner of Nathan & Nathan Hu­man Re­sources. Views ex­pressed are his own and do not re­flect the news­pa­per’s pol­icy.

It’s 2017 and mil­len­ni­als are mak­ing up over half of the workspace and dom­i­nat­ing of­fices across the world

Bang. the once quiet of­fice is sud­denly star­tled and ev­ery­one looks around to see what all the fuss is about. Turns out that one of the new guys has just slammed the man­ager’s door and is now storm­ing off car­ry­ing noth­ing, but a mes­sen­ger bag around his shoul­der and a lap­top in his hand. This of­fice isn’t a typ­i­cal one where when some­one quits you see them va­cate the premises with tears in their eyes and a card­board box of their be­long­ings in their arms. Be­cause they don’t have any.

The new gen­er­a­tion of em­ploy­ees don’t need much but their lap­top and ideas be­cause this is the time of the mil­len­ni­als. These are the key­board war­riors of the 21st cen­tury and there’s a new way of work­ing that needs to be ac­cus­tomed to.

It’s 2017 and mil­len­ni­als are mak­ing up over half of the workspace and dom­i­nat­ing of­fices across the world. This is a trend even more ev­i­dent and promis­ing in the UAE, a coun­try where mil­len­ni­als have be­come a pri­or­ity for HR de­part­ments to man­age. The In­ter­net is over­flow­ing with ar­ti­cles and re­search about the be­hav­ior of these young and in­spir­ing per­son­nel.

In fact, the gam­ing as­pect of these younger gen­er­a­tions has been find­ing its place in the work at­mos­phere and now busi­nesses are im­ple­ment­ing a way to gam­ify sys­tems and pro­cesses to en­hance the per­for­mance and en­gage­ment lev­els of staff mem­bers.

Mil­len­ni­als have grown up with all kinds of tech­nol­ogy, which makes their work­ing style wildly dif­fer­ent from the gen­er­a­tion that pre­ceded them. Com­put­ers have played a ma­jor role in the re­shap­ing of the work­place and the mil­len­nial em­ployee is at the fore­front and is the pin­na­cle of this change.

Due to the fact that tech­nol­ogy is be­ing pushed to the fore­front and driv­ing this type of cul­ture, it of­fers busi­nesses an op­por­tu­nity to use gam­i­fi­ca­tion as a way to in­crease em­ployee en­gage­ment and per­for­mance lev­els. It’s the way of adding game-like fea­tures into busi­ness sce­nar­ios that may trig­ger the same stim­u­lus that has helped online games achieve such a tremen­dous suc­cess with this gen­er­a­tion. Gam­i­fi­ca­tion has even had a ma­jor im­pact on learn­ing and for this rea­son Dubai will launch the “world’s first univer­sity to in­tro­duce gam­i­fi­ca­tion in learn­ing where stu­dents earn points by ac­com­plish­ing ‘en­joy­able’ ac­tiv­i­ties.”

In­no­va­tions in the learn­ing en­vi­ron­ment can also be trans­ferred to the work­ing en­vi­ron­ment. Au­thor of Loy­alty 3.0, Ra­jat Pa­haria, said that game de­sign­ers have had the knowl­edge of us­ing data to in­cen­tivize play­ers to per­form bet­ter since 1971 when Atari’s ar­cade videogame, Pong, was cre­ated.

Gam­i­fi­ca­tion has been a way to re-en­gi­neer the busi­ness’ pro­cesses in a man­ner that al­lows for in­di­vid­u­als and teams to con­tin­u­ously mon­i­tor their per­for­mance and fre­quently re­ward achieve­ments. This is a way for com­pa­nies to take the leap that con­sul­tants have been urg­ing busi­nesses to adopt. Cor­po­ra­tions are be­gin­ning to take cues from video games by adding scor­ing, vir­tual badges, or other game-like el­e­ments to ev­ery­day work pro­cesses in or­der to make the job more fun and re­ward­ing.

Gam­i­fi­ca­tion in the work­place has be glob­ally ac­cepted due to a ma­jor­ity of em­ploy­ees re­gard­ing it as a more in­cen­tiviz­ing way to work rather than the sim­ple and “bor­ing” KPI ori­en­tated past. Re­search has shown that the new con­cept is be­gin­ning to take pace and show al­most im­me­di­ate signs of achieve­ment and progress in em­ploy­ees.

Feed­back showed that sat­is­fy­ing these in­trin­sic mo­ti­va­tors could make the work­place more ap­peal­ing to mil­len­ni­als and re­sult in in­creased em­ployee en­gage­ment lev­els as well as higher re­ten­tion rates. Due to this fact, mil­len­ni­als see the Mid­dle Eastern re­gion and the UAE specif­i­cally as a place to set­tle down in their ca­reer of choice. Dubai re­mains among the top three des­ti­na­tions of choice for mil­len­ni­als to work along­side Lon­don and New York. Re­search done ex­clu­sively by UBS, a Swiss bank­ing and fi­nan­cial ser­vices group, showed that more than half of the top-earn­ing mil­len­ni­als in the UAE never expect to re­tire, show­ing their ded­i­ca­tion and high re­ten­tion rate.

With gam­i­fi­ca­tion im­ple­mented into sev­eral work­places, this num­ber is ex­pected to in­crease within the com­ing years, not just in the UAE but glob­ally.

For ex­am­ple, in the USA, Tar­get has been able to gam­ify the check­out process for cashiers to re­ceive a score based on the op­ti­mum time for each item they scan, im­prov­ing wait times at the cash reg­is­ter for cus­tomers and mo­ti­vat­ing the em­ploy­ees be­hind the counter.

The fu­ture of the pro­fes­sional work­place is rapidly chang­ing and gam­i­fi­ca­tion is one the many new con­cepts that busi­nesses should adopt in or­der to con­tin­u­ously grow the mil­len­nial work­force.

Em­ploy­ees work on lap­tops at the Flip­kart Online ser­vices head­quar­ters in Ben­galuru, In­dia. the new gen­er­a­tion of em­ploy­ees don’t need much ex­cept their lap­top and ideas.

Newspapers in English

Newspapers from UAE

© PressReader. All rights reserved.