Gamification in learning: why does it work?
One of the biggest challenges with onboarding new employees
Krister Kristiansen
, UK managing director at
Attensi
, the company that created the gamified learning
Gamification as a concept has been around for some time, and the term tends to be used to describe how we apply game- style mechanics to experiences we would not normally associate with ‘play’. Examples include wellbeing apps that encourage users to ‘climb Everest’ by getting enough steps or ‘build streaks’ by completing a certain number of minutes’ meditation. The idea is that by incentivising someone to do the same thing again, it turns that activity into a habit. At work, this might be trying out a difficult customer service conversation or working out how to use a piece of kit. In 2019, a survey by learning management software company TalentLMS found that gamification helped 89% of employees feel more productive, and 88% felt happier at work as a result.
Far from the perception that games are just for younger employees or learning noncritical skills, gamified learning is gaining traction across an ever-wider range of scenarios. At one end of the spectrum, quizzes and competitions can help embed knowledge in areas such as compliance or health and safety, while virtual and augmented reality
It may seem counterintuitive to overload employees with more digital learning at a time when many have been spending hours on Zoom calls – technology analysts Fosway Group recently reported that almost half of organisations felt digital learning fatigue, despite the surge in demand for eLearning during the pandemic. But the incentive of scoring higher or getting something right encourages repeat attempts and high engagement with the content. Running a Who Wants to be a Millionaire?-style quiz to help employees know their obligations around GDPR (as clothing retailer Superdry did, for example) is more likely to engage employees than a 20-deck slideshow or lengthy video.
Bringing the virtual and the physical together means the learning can be directly applied when employees need it. Toby Gilchrist , head of implementation services – LMS at Digits LMS says: “On-the-job activities capture things that will be used and assessed in the real world, and this can be good for evaluating employees’ performance. Learning platforms such as Digits LMS can connect any rewards or ‘badges’ employees gain through their learning to HR and talent management systems so managers can map where skills may be lacking, or adapt courses based on the feedback from the data.”
Having a ‘safe space’ in which to make mistakes and try again is one of the key benefits of learning through games. “When we relate games to learning we call them ‘serious games’,” says Noorie Sazen , director of learning consultancy Saffron Interactive . “They must have a purpose in terms of changing behaviour – using motivational factors and other techniques that drive that change. They can simulate environments where we have to make decisions, or come across dilemmas we might face at work. Depending on those decisions, certain consequences apply, but because it’s digital you can play [the scenarios] over and over again.”
But while badges, scores and league tables can add an element of fun to the learning process and support how organisations measure success, it’s important not to add these for the sake of it. “It needs to be relevant, personal, and there needs to be emotional investment,” adds Sazen. “Digital games can be enabling but the overall strategy has to underpin them.” In building people’s tolerance for failure they can acquire softer skills and learn to adapt, too. “Organisations worry about people losing motivation when they lose but they learn a lot more that way than if they get a high score. Why was I kicked out of the game? What decision did I get wrong? Denying people the chance to learn from their mistakes is counterproductive,” she says.
While gamified learning gained in popularity during the pandemic as a way to train up new and existing staff remotely, it also works well as part of a blended learning strategy
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With virtual reality (VR) and other types of immersive learning
Because games are so effective at promoting behavioural change
Just as gaming can help to embed values and culture, it can’t ‘fix’ a culture that is not ready to learn. Introducing gamified learning needs to be part of a wider learning strategy that complements the goals and values of the organisation, rather than being bolted-on because managers think it will be entertaining or fun. Done badly or for the sake of it, gamified learning can end up disengaging employees. It can further embed current (undesirable) habits because they are turned off by the learning and dismissive of it. Sazen concludes: “If it’s too generic learners can’t relate, so they need to see themselves reflected in the learning, or it won’t embed the kind of behavioural change your organisation wants.”
Five key takeaways
? Know your strategy and use gamified learning to underpin it. What outcomes do you want to achieve?
? Think about how games can be part of a blended learning strategy, embedding classroom learning or preparing learners
? Use simple nuggets such as quizzes or short games so time-poor employees can learn on the fly
? Make gamified learning relevant. Learners need to see how to apply what they’re doing in their day-to-day role
? Don’t dismiss virtual reality as being too expensive. Hardware is becoming cheaper, and VR can be more cost effective than in-person training
This is an extract from?Good Work, Great Technology: Enabling strategic success through digital tools, published by leading UK?HR software provider Ciphr . For more insight into how technology can change work for the better,?download the complete book for free, now.?