Post by sitomo101 on Mar 11, 2024 4:11:11 GMT
Furthermore, 85% of employees are willing to dedicate more time to training programs but with playful dynamics. Daniel H. Pink's three rules for making gamification work Daniel H. Pink , in his book Drive. The surprising truth about what motivates us at work and in life identifies the three main elements to make a gamification project work for companies: Authenticity and meaningfulness: the game must be an amplifier A gamification process doesn't have to invent anything. It must amplify a message, a value, an objective. It must be clear and not complex, intuitive and engaging. Because it is the user who must benefit from it and not the person who thinks or proposes the process. Competence and learning: conveying the message Every gamification activity for companies must have a simple and clear objective.
And it must teach something, have an educational intent in the Oman Phone Number Data broad sense, as Nick Pelling intuited. For example, it can enhance technical notions as well as soft and life skills, but also convey more "articulated" concepts such as a company mission or raise awareness of social, environmental or economic issues. Autonomy (and trust) are key Participants in the game must be free, autonomous, and have full control over the process. This aspect is not only perceived by employees as a sign of trust from the company, but will also help them to work better and deliver the desired results. The Sorgenia case: evaluating and training employees' soft skills through games Sorgenia; gamification; personnel selection; soft skills; soft skills Is it possible to make the hiring Yes, as demonstrated by the case of Sorgenia.
In the presence of sixty participants, Sorgenia organized a personnel selection process using gamification . Objective: identify twenty profiles to be included in the company with an internship contract aimed at hiring. The dynamic was simple. Six teams competed in rotation on six different tables each connected to a game, under the eyes of two psychologists per team who assessed the performance and soft skills of the individuals within the group in real time. But how were these sixty candidates chosen? Always through gamification . In fact, in the pre-selection phase, the company selected two hundred candidates (out of approximately one thousand applications received), based on the studies completed and the degree mark obtained.
And it must teach something, have an educational intent in the Oman Phone Number Data broad sense, as Nick Pelling intuited. For example, it can enhance technical notions as well as soft and life skills, but also convey more "articulated" concepts such as a company mission or raise awareness of social, environmental or economic issues. Autonomy (and trust) are key Participants in the game must be free, autonomous, and have full control over the process. This aspect is not only perceived by employees as a sign of trust from the company, but will also help them to work better and deliver the desired results. The Sorgenia case: evaluating and training employees' soft skills through games Sorgenia; gamification; personnel selection; soft skills; soft skills Is it possible to make the hiring Yes, as demonstrated by the case of Sorgenia.
In the presence of sixty participants, Sorgenia organized a personnel selection process using gamification . Objective: identify twenty profiles to be included in the company with an internship contract aimed at hiring. The dynamic was simple. Six teams competed in rotation on six different tables each connected to a game, under the eyes of two psychologists per team who assessed the performance and soft skills of the individuals within the group in real time. But how were these sixty candidates chosen? Always through gamification . In fact, in the pre-selection phase, the company selected two hundred candidates (out of approximately one thousand applications received), based on the studies completed and the degree mark obtained.