Redefining HR Through Gamification

Redefining HR Through Gamification


Redefining HR Through Gamification is a course that marries gamification with human resources. Pete has delivered this course previously in October 2016 in Singapore and Kuala Lumpur. This course is one of Pete's highest rated courses, with all the attendee feedback as 4 or 5 out of 5. This course can be run at your convenience at a date and time that suits you.

Who is speaking?

Gamification expert Pete Jenkins, founder of Gamification+ Ltd. Pete is entrepreneur in residence at Brighton Business School, University of Brighton and chair of the International Gamification Confederation (GamFed).

Course Outline – Day 1

1. The theory behind gamification Gamification is about understanding why certain game mechanics are so engaging and fun and how to choose which game techniques we should be using in any given situation.

a. Why gamification is important for business

b. What is gamification

c. Main neurotransmitters to focus on for motivation + interactive exercise to demonstrate effectiveness

d. Motivational psychology: Self Determination Theory, Maslow’s Hierarchy of Needs, Marczewski’s Three Layers of Motivation

Click here for full brochure, pricing and booking form, April Singapore and Kuala Lumpur.

When: At a time and place that suits you. Contact below.

Who is it for: If you are in the HR space, or anybody who wants to know more about gamification!

Alternatively, you can attend the bi-yearly event in Singapore and Kuala Lumpur.  Next dates: April 2017, September 2017.

2. The Four Keys to Fun Gamification is based upon existing theories from motivational psychology, behavioural economics, user experience design, game design and more.

a. Lazarro’s 4 Keys 2 Fun

b. Hard fun – challenges, strategies & puzzles

c. Easy fun – curiosity, awe & wonder

d. People fun – competition, cooperation & eSports

e. Serious fun – meaningful goals & purpose.
Case study: CLP (China Light & Power), Hong Kong

3. Practical areas in applying gamification to HR People respond positively to loyalty, reputation, reward and status and by introducing some game concepts into the workplace we recognise these influences and can use them to drive performance.

a. Best practices for increasing ROI

b. Attracting the right talent

c. Inducting and Training staff to speed up and increase productivity

d. Collaboration - motivate employees to share, learn, and grow together across geographical locations

e. Engaging and Retaining employees to lower employee attrition rate. Case study: Samsung, South Korea

We've never had such high ratings for a training course before! We'd like you to come back and deliver it again every 6 months.

Kenneth Neo 
Lighthouse Media Ltd Pty 

4. Game mechanics for your gamification toolkit Learning what elements work in games, how they are used and which are most relevant and effective for gamification.

a. Points, Badges and Leaderboards

b. Onboarding (including interactive game exercise)

c. Aesthetics & themes

d. Social game elements

e. Reward schedules.
Case study: Gravity4, US, Singapore & Malaysia

Course Outline – Day 2

5. Player types – understanding employee motivations Understand how to profile & segment employee groups into different player types to choose the right gamification techniques to use with them.

a. Marczewski’s Player Types Hexad

b. Hexad Application Type Analysis

c. Intrinsic vs Extrinsic rewards

d. SAPS rewards framework

e. Group work – non monetary rewards that will work in your organisations.
Case study: Qoo10, Singapore

6. Choosing gamification design frameworks for HR This will also be useful for people who don’t want to actively create gamification strategies themselves but need to know how it works to enable them to manage others (including external agencies) who create and run gamification platforms on their behalf.

a. Infusing strategic thinking into gamification

b. Linking design to your business objectives

c. Werbach’s Gamification Design Framework

d. Jenkins’ 6C’s Framework for Gamified Communications

e. Group work – creating a gamified communications campaign.
Case study: DBS Bank, Singapore

7. Pitching your gamification project How to make your project enticing and irresistible to all stakeholders.

a. Get buy in from decision makers and budget holders

b. Overcoming common objections - discussion

c. Get buy in from your team:

i. raise awareness of the project

ii. improve initial adoption

iii. maintain the project, refine and refresh

d. Pitch your gamification project

Case study: Changi Airport, Singapore

8. Implementing gamification and follow-up planning Develop the knowledge, understanding and skills to plan effective human resources gamification projects for your organisation, as well as how to avoid common pitfalls.

a. Is Gamification the right answer for your requirement

b. Choosing a technology platform or partner

c. Dealing with high achievers in your game

d. GAMIFICATION+ Project Implementation & Review Checklist
Case study: Nissan, Japan

Attendees on previous courses included:

  • HR Manager, Bollore Logistics Singapore
  • Senior Manager, DSO National Laboratories
  • ​HR Executive, Esec Singapore
  • ​Director, Talent Network at Infineon Technologies Asia Pacific
  • ​Manager (Learning & Development), National Heritage Board
  • First Vice President, United Overseas Bank
  • ​Senior HR Business Partner, Worldpay
  • ​Head of Culture, Celcom Axiata Berhad
  • ​Functional Development Lead, Celcom Axiata Berhad
  • ​Manager, Human Capital at Ekuiti Nasional Berhad
  • Talent & Org Development Consultant, Fonterra Brands Malaysia
  • ​HR Business Analyst, Intel Micro M Sdn Bhd
  • ​Head of Performance & Development, Maxis Berhad
  • ​HR Director, Mead Johnson Nutrition (M) Sdn Bhd
  • Assistant L&D Manager, SCA Hygiene Malaysia Sdn Bhd.

Previous attendees are from companies like: