Recommended Audience: Chief Learning Officers, Chief Human Resources Officers, Learning and Development directors and managers, Corporate Trainers, Enterprise Librarians and Content Managers, Instructional Designers, Corporate Communications, Product Managers with a Content or Learning focus.
Key Takeaway: L&D-based gamification is ignoring major swathes of personality and human motivation, which prevents most current business approaches of gamification from being effective.
Gamification entered the enterprise world in the mid-2000s. At the time, a number of startup companies (e.g., Bunchball, Gigya, Badgeville, Foursquare and SCVNGR, to name a few) entered the market with the promise of increased employee engagement through point, badge and similar compensation and incentivization schemes. These are collectively referred to as gamification. The underlying assumption was that people would complete tasks and goals more quickly and more accurately because the incentives were present.
These solutions targeted customer loyalty, sales enablement and some marketing initiatives, but the most successful applications were in sales. Despite raising significant capital, the majority of these companies folded because client’s internal adoption was low, and in many cases, these offering were no more effective than simply posting current sales results or sales metrics on the wall.