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Remote and flexible working practices are becoming more common and are often a preferred “benefit” of working at a particular company. Remote working can be considered as a ‘reasonable adjustment’ for staff suffering from stress and depression, or for staff who are unwell. However, this will only work if remote workers remain part of the team and are well-managed.  Working from home can be very isolating, so it’s important that Managers set clear guidelines for what is expected work-wise and reward and praise remote workers like you would other members of the team, even if it is only a regular email.

Practical Steps in the Management of Remote Working Practices

  1. Ensure employees working remotely know what’s expected of them in terms of activity or performance. Agree how they can be contacted and set expectations around communication – i.e. a daily phone call at the start of the day.
  2. It’s important not to lose sight of the fact that people are still part of the team and regular team meetings or events should involve everyone, even if this means a degree of flexibility and people coming into the office when they don’t usually.
  3. All team members need to know where everyone is at any one time. This should be visible and recorded in a centrally accessible electronic diary that should break down any barriers that prevent the employee being contacted.
  4. Good communication is essential for flexible and remote working to work successfully and this must be maintained between employee and line manager/teams members. Others need to know the employee away from the office is actively busy working.
  5. Technology is essential – make use of the latest electronic instant messaging tools, including webcams to keep in touch whilst working at home. Working at home can be isolating so this can help maintain an ‘office’ environment – albeit virtual – as well as ensure people are working.
  6. Working remotely shouldn’t make a difference in how people are rewarded or praised for tasks done well or completed on time or ahead of schedule. Equally if people are not completing things on time or tasks are not done as agreed take time to understand the reason and assess if further support or assistance is required so they do not feel completely isolated.
  7. Don’t forget to include all employees on any electronic communication that includes work news, success/wins, activities, company news to ensure that they still feel part of the organisation and are not forgotten.
  8. Finally, make a note of any improvements in productivity and wellbeing of employees, as well as any areas that could be causing concern every three months. It’s important to nip any issues in the bud as soon as you can

Adapted from: Adrian Lewis of Activ Absence (expert in Absence Management)

5 Reasons to Feedback after Interview

Research has found that 83% of candidates interviewed directly by the employer, claim that they have never received any feedback following an interview. This might be due to a worry by the employer over potential legal risks if they give feedback in the wrong way, or they might be concerned about causing offense.  However, not only does feedback aid the candidate’s future job search, it can also provide a positive spin / image for the organization.

Here are the top five reasons why you are encouraged to give feedback after every interview:

  1. A PR opportunity

Word of mouth and personal recommendations are some of the most effective marketing tools for an employer’s brand. As unbiased candidates share positive recruitment experiences – regardless of whether or not they were successful in securing the role – clients could attract even more applicants for future positions.

On the flip side, instances of individuals using a public platform to air grievances about an organisation are increasingly common. If a candidate is left in the dark, organisations risk having to field negative comments on social media, which can be extremely damaging to a brand.

  1. Candidate courtesy

We all know how much time it takes to prepare for interviews, in addition to any tasks or tests that the organisation may require you to complete. It is important that this is recognised and that the candidate is thanked for the time they spent on the application process, because these individuals are already investing in the role. This will also help to boost the client’s reputation. Sharing constructive feedback following any tests is advisable, although overly negative comments could have an adverse effect.

  1. Repeat jobseekers

Candidates might miss out on a role because they lack certain skills or experience in a particular area. However, with a few more years’ work experience they could be a perfect fit. If you offer constructive feedback, it is likely that a candidate will return when they have acquired the requisite skills, securing the employer a tailor-made future employee.

  1. Economic boost

As well as having a positive impact on the individual organisation, feedback will eventually lead to a better-equipped labour market. High calibre candidates will generally be easier to come by if individuals know where their strengths lie and the areas in which they need to improve. As a result, future hiring for all employers may become significantly more efficient.

  1. It’s not time-consuming

Many clients say they lack the time to provide detailed feedback following an interview, but it needn’t be as burdensome as they expect. Notes are often taken during interviews and then circulated. These can be easily repurposed for the interviewee, ensuring that the comments are constructive. Failing that, a quick call with your recruiter can easily be translated into constructive and considered feedback on their behalf!

Adapted by article written by: David Morel,  CEO/Founder of Tiger Recruitment, one of London’s leading secretarial/administrative recruitment agencies.

You probably already know that the most expensive aspect of recruitment is the replacement of lost talent that leaves the business for preventable reasons.

When a good person leaves we lose knowledge, it disrupts the harmony of the team, impacts negatively on production levels and incurs the replacement costs, that continue until the new individual is fully up to speed.

Here are 8 tactics that all businesses should encourage in order to improve staff retention.

  •     Recruit the right cultural fit
  •     Align work with behavioural preferences
  •     Provide proper support & Training
  •     Provide and support a career road map
  •     Review regularly
  •     Provide independent creative time
  •     Demonstrate you are listening to what they say
  •     Influence your own environment

Recruit the Right Cultural Fit

Research and statistics prove that more than 80% of people that leave a job in the first year of employment leave because of cultural or behavioural issues, not because they couldn’t do the job. It stands to reason then, that we need to get better at understanding what our culture is and recruit people that fit into it better. After all, these people are more likely to be happier, healthier, more productive and will subsequently stay longer. This for me is by far the biggest influencer on staff retention you can have and if you get this bit right at the very start, you will see measurable differences in attrition, for those in their first year of employment.

Align work with behavioural preferences

Do you actually know what tasks your staff prefer doing and do you capitalise on this, by giving them more of that type of work? People work harder and smarter when they are doing work that they are culturally aligned to do. Give people the wrong type of work and they become frustrated, disillusioned and can become a distraction to the people around them. If you take the time to discover what type of work someone is motivated to do, then you have the potential to get more out of them or potentially move them into an area where they can be more productive.

Provide Proper Support and Training

Employees like to feel valued and one great way to demonstrate this is to invest in them. Helping people to feel like they are developing, growing and extending their capabilities, will keep staff engaged and satisfied that they are not stagnating in the job. Encouraging staff to embrace training opportunities also helps the business by extending the capabilities of staff and widens the available skill sets available to the business.

Provide and Support a Career Road map

Research proves that by providing clear goals and direction to individuals, especially in the early days of a person’s career, will not only help those people to stay focused and productive, but also contributes towards retention. The best people will naturally rise to the challenge of working towards the next step on the corporate ladder. Research into exit interviews has established that over 20% of all people leaving a job indicated that career progression opportunities was the primary motivating factor in deciding to move on.

Review regularly

Monthly reviews or appraisals are an essential element in staff retention. They are a great opportunity to review the work completed in the previous month, contribute to work that they are currently involved with and help to plan, prioritise and strategize the work in the month ahead.

Constructive critique and positive appraisal of good work costs the business nothing and yet contributes more towards job satisfaction than most other elements.

A quarterly appraisal of the individual’s progress against their annual business plan also ensures that good staff not only meet the requirements of the business as well as achieve their individual targets and meet their true potential.

Provide independent creative time

If you have never watched Daniel Pink’s animated video on The surprising truth about what really motivates us, I can recommend it as essential viewing. There is a section in this video that talks about the logic and the advantages of giving staff creative time to express themselves. Having done this ourselves for the last few years I can confirm that not only do the team enjoy this creative time, but they also come up with some really cool and innovative ideas.

Pink talks about the 3 primary motivators that lead to personal satisfaction as 1/ Autonomy, in order to drive engagement and self-direction 2/ Mastery, in order to drive and encourage personal development and learning and 3/ Purpose, to drive an individual through the belief that they have in what they are doing as meaningful.

Demonstrate you are listening to what they say

You do not have to act upon every suggestion that your staff make, but it is vitally important that you listen intently. When we speak of company culture, I believe passionately that your company culture is exactly what your staff say about you. Given the right conditions your staff can drive the positive cultural identity of your business.

Many companies demonstrate their appreciation for ideas that are subsequently implemented with rewards or public acknowledgement.

Influence your own environment

It sounds ridiculous to even say it, but Management and the business itself have the power to influence the environment that they want to create. Establish where you want it to be and then establish what will motivate the staff to help make it happen.

It is important to get the existing staff’s input on what environment and culture they would like to work in and if it is realistic and practical a compromise can sometimes be reached to work towards this in return for meeting the businesses goals.

About the Author

Mark Stephens has worked within the recruitment sector for nearly 20 years both in-house and agency side and more recently within the technology environment.

Mark is a serial entrepreneur and is the founder of Smart Recruit Online, the Recruitment Alliance and The HR & Recruitment Resource Library.

Mark has dedicated his time since 2007 researching the online recruitment sector from a user, technology, and candidate perspective and is regularly published and quoted by leading industry publications for his research and personal opinions.

Connect with Mark Stephens on LinkedIn. 

Most students on work experience will never have been exposed to the world of work and most of their knowledge about the world of work will be classroom-based.  Work experience tends to mature individuals allowing them to make more informed choices about their future career.  Therefore the main benefit of providing a student with work experience is to assist them in making the transition from the world of studying to that of work.

But how can this benefit your organisation?

  1. It helps your other employees

Placing a student with an employee helps to boost your team’s morale as it shows them that you trust them enough to be responsible. It also helps your employees develop their own supervisory skills which will help you and them should a senior position arise that they could be considered for.

  1. It’s good branding for the company

Word of mouth is one of the best forms of marketing out there – and it’s free. Your company’s reputation for investing in young people will be ranked quite highly.

  1. It doesn’t cost you financially

That doesn’t mean you can take advantage of a free workforce and exploit them, but most people understand that work experience is just that – experience. Some companies do offer to pay for travel expenses or provide lunch vouchers.

  1. Enthusiasm

Most people on work experience come with a bag full of enthusiasm and positivity and often brimming with new ideas.  And this in turn can rub off onto existing employees.

  1. It’s a great recruitment strategy

It’s easier to spot talent when you can see them in the work place.  There is nothing stopping you from eventually offering them a permanent role.  Young people are also like sponges and will soak up what they learn at your company. This can reduce your cost of bringing in more experienced, skilled professionals.


Ken Sundheim is the CEO of KAS Placement, a sales and marketing executive search firm based out of New York City. He is also a writer for Forbes. Follow Ken on Twitter @Ken_Sundheim.


The theory that recruiting great employees is highly difficult is true, but what if your firm was making the recruitment process more complex than it had to be?

Almost 1 out of every 4 decisions that a small to mid-size company will make during a recruitment process will hinder their chances at staffing competitive talent. The consequences of these actions can result in a myriad of ill-fated outcomes ranging from higher salary costs and wasted time to losing competitive applicants altogether.

Firms that are unable to streamline the staffing process on a regular basis are probably prone to committing one or more of the following 6 deadly sins of recruiting:

1) Not Following the Google Rule of 5:

Up to a few years ago, Google would have employees go through a 12 – 14 meeting process. This would result in dreadfully long staffing cycles, loss of top talent to competing internet companies and overall inefficiency when attempting to recruit employees in the masses.

In 2011, Google switched its recruiting approach to limit each applicant to 5 interviews. If Google can hire an engineer in 5 interviews, there is no reason why your firm should not be able to hire your personnel in 3 or 4.  Prolonged time is the enemy of great recruiting.

The more time an organization lets a candidate linger, the more time that individual has to get another job offer, receive a raise or go back to school. Also, when you let a candidate at the final round of an interviewing go out to other companies, they tend to interview with more confidence and become more desirable. When you find an apt job seeker, losing hiring momentum is a sin.

2) Searching for that Perfect Candidate:

We tell clients that shopping for candidates is like shopping for cars. The more requirements they have, the more you pay and the fewer choices you have.

In 10 years of recruiting, I’ve never seen the perfect candidate. I’ve seen a solid candidate write the perfect resume, but am yet to see the “perfect” candidate. Perfect candidates are not hired. Rather, they are molded through leadership and training.

Look for potential today and determine whether they can be the perfect candidate tomorrow. We recommend you analyze the future earnings power of that individual rather than where they stand at the given moment. What an individual achieved yesterday will not yield any revenue. What they can do tomorrow can make all the difference in your organization.

3) Crossing the Line from Under Compensated to Under Appreciated:

Some clients whom we work with have a corporate culture of making low initial offers to candidates. This is intended to cushion any financial blow that a counter offer may bring. While this sounds good in theory, there is a breaking point. Once an offer dips below a certain number (typically anything equal to or less than they are currently earning) that candidate feels under appreciated, under valued and highly insulted.

The psychologist and philosopher William James once wrote to a student:  “The deepest principle in human nature is the craving to be appreciated.”

You can’t renegotiate someone’s ego.

4) The First Choice or Nothing Scenario:

Whether it’s football, business, chess or just about anything else, life needs contingency plans. A mistake that our recruiters often prevent companies from doing is to not pick a second option. When hiring, firms aren’t always going to get their first choice – the smart ones have a 2nd place.

The companies who have trouble are the ones who start the search process from the beginning hoping to find another #1. Often they come up short and waste an extra 3 months while doing so. It’s a fact: Candidates will get other jobs, decline offers or stay where they are. Nothing ever goes 100% smoothly when recruiting and sometimes your contingency plan will turn out to be a gem.

  1. Not being able to sell the job:

Part of recruiting is selling. If a hiring manager can’t make a job enticing, they won’t attract top talent. We’ve had clients that have tried the approach where they attempt to scare an applicant by telling them every undesirable aspect of a job only to find that the candidate doesn’t want to stick around for the good parts.

When staffing employees, you should be selling in an honest manner, touching on the negatives, but also focusing much on the positives of the job.

7) Using too many recruiters:

Often, firms will go out and hire a dozen contingency recruiters to represent their firm. From their perspective, the more the merrier.

What’s alluring is that they only pay on performance which seemingly mitigates risk. Sounds great until a firm realizes that they have 30 or 40 cold-calling recruiters whom they don’t know nor have they spoken to poorly representing their company to potential talent in the open market.


Sometimes, we are our own worst enemies and sometimes it’s the small mistakes that make all the difference. Since recruiting is an imperfect science, we must strive to extract any additional difficulties from the process.  Have a plan, keep in the mind what you should not be doing and enjoy a more productive, intelligent and competent workforce.


The Do’s and Don’ts of Firing an Employee

Adapted from:  Sophie Deering, Senior Account Executive at Link Humans

No matter what the circumstances are, letting an employee go is never going to be an easy decision to come to or task to undertake and unfortunately as an employer, it’s something you will most probably have to face at one time or another.

To make sure things go smoothly, here are a few suggested do’s and don’ts of firing someone.

  1. DO consider your decision fully beforehand

Make sure that you are 100% certain about your decision and that your reasons behind it are completely justified before moving forward with the dismissal.  As soon as you have come to your final decision, act quickly, so that you don’t allow it to drag on and negatively affect any other employees or the running of business.

  1. DON’T fire someone without warning

There’s nothing worse than just springing it upon someone out of the blue! If the employee is being let go on the basis of poor performance, make sure that you hold a meeting before taking action, to let them know about your concerns and allow them the chance to turn things around. If the employee’s performance hasn’t been up to scratch, then you should consider issuing a series of warnings before the employee can be dismissed.

  1. DO let them know in person

Realise that you are dealing with a human being with emotions and rights. By no means should you break the news on the phone or via email. It’s important that you arrange a face-to-face meeting in order to show them respect and respond to their reaction appropriately.

  1. DON’T get someone else to do the dirty work

It is unprofessional.   The news should come from someone who knows the individual and is qualified to properly explain the reasons for their termination.

  1. DO give them a full explanation

You can’t dismiss an employee without having a justified reason, so you must be prepared to explain exactly why you are letting them go. Prepare what you are going to say ahead of the meeting, so that you provide them with all the information they need to know, as well as the appropriate paperwork.   You must also inform the employee of any rights or entitlements that they may have.

  1. DON’T do it in front of an audience

Don’t let the person know in a public place, or in front of any other colleagues, as they have a right to privacy and should have the opportunity to process the news before others find out. Arrange a meeting that is in a neutral and private location, free from disruptions, such as a meeting or conference room.

  1. DO allow the employee to ask questions

it’s important that you allow them to ask any questions they may have about why they are being dismissed and what happens next. Emotions are likely to be running high and different people will react in different ways, so give them the opportunity to voice their thoughts. Provide them with honest answers, however avoid getting into a debate about the situation or allowing the conversation to get heated.

  1. DON’T get personal

The reason for firing the employee should be entirely related to their performance or the needs of the business. It is important that you keep your emotions in check and explain the decision without sharing any of your personal thoughts about them as an individual or involving any grievances you may have.

  1. DO show the individual respect

Show the individual respect and demonstrate discretion. It’s likely that they may become upset or angry, but try not to get defensive or enter an argument with them. Instead, put yourself in their shoes and allow them to react to the news in the way they feel fit (within reason). The best approach to take is to be kind and sympathetic towards them, while expressing your regret that the employment didn’t work out.

  1. DON’T end on a low note

There’s no need to burn any bridges if possible, so try to end your conversation on a positive note. Thank the employee for their contributions during their time at the company and wish them luck in the future.


The end of the interview has arrived and here comes the closing “Do you have any questions?” line.

Many candidates are unprepared for this part of the interview. It’s a common question and one that you should consider as part of your interview preparation. Have a list of at least 6 questions which you’ve prepared in advance of the interview. Because some will be answered during the course of the interview, have more than you think you need as back-up.

Write them down. There is nothing wrong with making notes in advance and using them during your interview. It’s not cheating – it shows an employer that you have taken the time to prepare and have given serious thought to the role and organisation.

Try not to go with run-of-the-mill questions like:

  • When do you want someone to start?
  • Why is this position available?
  • When will I hear from you?

None of these standard questions show any kind of research or preparation or demonstrate genuine interest in the role.  Don’t ask questions that make you sound as though you’re only interested in yourself, such as:

  • Do you close over Christmas/New Year and will I be paid?
  • What’s your policy if I use up my sick leave entitlements because my kids are sick?
  • Do I have to attend networking functions outside normal business hours?

And never use the dreadful “You’ve already answered my questions”. Show some initiative!

Try to come up with questions that provoke thought and demonstrate your keen interest in the role. These will help trigger your thinking:

  • If I was successful how do you see me contributing to the corporate goals you’ve mentioned?
  • How do you see the first 3 months in this role?
  • How will you measure my success?
  • What do you like about working here?

Be careful asking questions about promotion. For instance, if you were to ask if there are possibilities for advancement, you would need to be careful not to give the employer a feeling that you wouldn’t stay in the role. So instead of asking “What are the chances of promotion and how long would it take?”, try something like “In 2 to 3 years, if I’ve met the objectives of this role, how do you see a path for advancement?”

Other questions you could ask include:

  • What are your company/department goals for the next 12 months? If I was successful how do you see me contributing to these goals?
  • Your values and culture are described on your website, but I am interested in how you would describe them.
  • How would you describe your management style?
  • Will there be an induction period? How do you see the first week in this role?
  • What kind of people do really well in your company?

Why are Your Employees Quitting?

By Christina Lattimer Human Resources (adapted)


There are plenty of reasons why employees quit their jobs – such as families relocating, needing to stay at home with their children or due to medical reasons.  However, a vast majority of the reasons why employees leave, are under the control of the employer.  That means the best way to keep your talent is to stay in tune with how they are feeling.

It’s important to ask your talent the following questions:

  • Are you enjoying your job?
  • Are you being challenged?
  • Do you work well with the team?
  • Are you feeling stressed?

Below are the 5 main reasons why your employees are quitting and what you can do about it!

  1. Lack of Recognition

Employees are much more likely to leave their employment if they feel their managers under-appreciate them.

What you can do: Your hard-working employees deserve praise and recognition so you need to give them some! Closely measure their performance, evaluate their productivity and try and make comparisons with other team members. This will enable you to identify your true top performers who you can then show genuine appreciation for. This can the form of company-wide recognition, a raise or a promotion which are simple ways to increase employee morale, engagement and retention.

  1. Managers who Lack People Skills

The relationship between employee and manager/supervisor plays an integral part in employee satisfaction. A prerequisite for being a truly great manager are strong interpersonal skills, meaning they need to be great communicators and listeners. Yet not all managers possess these traits. Leigh Branham, Owner and Founder of Keeping the People, says “Too many managers have never been well-coached themselves. Lacking a good role model, they either give no feedback and coaching at all or revert to the “YST” model — yelling, screaming, and threatening”. This can leave employees frustrated and unhappy.

What you can do: Managers need to ensure they spend a good portion of their time with their team. Top talent value consistent and constructive feedback so try to set up structured weekly 1-to-1 sessions, emphasis being on 1-to-1; make sure it is a two-way communication and you’re not just barking orders at employees! Talk about their current tasks, future projects and listen to any issues or concerns they may be having. The result of this will be employees feeling they are valued and cared for.

  1. Inadequate Compensation/Benefits

According to SHRM’s Employee Job Satisfaction and Engagement Survey, compensation/pay and benefits were second and third most important contributors to employee job satisfaction. Hard-working and high-performing employees who feel they are not receiving a competitive salary or basic benefits will feel devalued and will be driven to find a better package elsewhere.

What you can do:  The first thing you need to do is research the market and identify what a competitive salary is and compare it to the one you offer. If there is a significant gap between the two, you need to reevaluate your packages.  As financier Sir James Goldsmith famously said, “If you pay peanuts, you get monkeys.”

If a pre-recession salary isn’t possible, start looking at benefits you can start including. Training and development opportunities, medical aid, flexible hours, paternity/maternity leave and good vacation time can all be used to retain employees and foster loyalty.

  1. Overworked

One of the biggest gripes your employees may have is the excessive volume of work. It’s not rocket science but employees don’t like to be overwhelmed as it can lead to burnout. Yes, stress is one of the critical elements of achievement (without a certain amount of it, employees would never perform), but burnout can have a major impact on employees. According to the National Institute for Occupational Safety and Health (NIOSH), 40% of all workers today feel overworked, pressured, and squeezed to the point of anxiety, depression, and disease. It’s also counter-productive: John Pencavel of Stanford found that productivity drops sharply when employees work more than 50 hours a week.

What you can do: To prevent employees from burning out, employers should continuously check in with staff and make sure there’s an avenue for them to talk so there is a constant line of communication. Also, even simple things like hiring a part-time employee to minimise the workload and strictly sticking to the responsibilities defined in the interview can make a big difference.

  1. No Room For Innovation and Creativity

Religiously sticking to the status quo not only puts your business in jeopardy, it also irritates employees! Sticking to the idea of ‘how things are usually done around here’ can prevent employees from improving things which puts a low ceiling on their innovative ideas. The problem is that some managers want employees to work within a little ‘box’, fearing that if they go outside this box their productivity will drop. But top talent want the opportunity to showcase what they do best and leave their mark. So by caging this desire, employees feel useless and unwanted.

What you can do: It may sound obvious but if your business is focused on being innovative in what they do, they will need employees who are innovative. This represents a good opportunity for you to engage with employees and see what they can contribute to future endeavours. A really good tactic employers can use is setting up monthly creativity sessions where teams can bounce ideas off each other and come up with solid future plans that will help the organisation.

Focusing on Employee Strengths

Research from Gallup on employee strengths included a study that looked at 49,495 business units encompassing 1.2 million employees, across seven industries and 22 countries.   What the research found was that when a company focused on employee strengths – the following metrics increased:

  • 10%-19% increase in sales
  • 14%-29% increase in profit
  • 3%-7% increase in customer engagement
  • 9%-15% increase in engaged employees
  • 6- to 16-point decrease in turnover (in low-turnover organizations)
  • 26- to 72-point decrease in turnover (in high-turnover organizations)
  • 22%-59% decrease in safety incidents

From this study, we can deduce that:

  • Employee strengths have bottom-line implications

How does one focus on employee strengths?

Most often the problem resides in the fact that senior leaders typically don’t care about people issues. They are most likely concerned about revenue streams.  It is therefore critical for managers to identify the potential to increase revenue streams by concentrating on employee strengths.

What if managers kept charts like this?


This may be another chart that the manager will need to track and monitor, but the benefits far outweigh the time spent doing this.  It’s alarming to consider that 68 percent of managers don’t care about their employees’ career progression and that only 34 percent of managers can name two strengths of their direct reports.  The chart above could be a simple start for many. I’d estimate it’d take about 10-12 minutes per employee to fill this out. Let’s say you have 10 direct reports and do this every two weeks, that’s 240 minutes a month (about 4 hours).

The psychology of the employee strengths problem

Our brain is wired to predict threats.  When you say “employee strengths,” you acknowledge that someone that reports into you has strengths. To many managers, that can be seen as a threat.  It requires a boss with a high degree of self awareness to focus on employee strengths.  Work needs to be about more than protecting your perch and getting the most for yourself. At some level, it needs to be about the employee strengths on your team.


(Adapted from article written by Rich DeMatteo on July 8, 2016)

There are many organisations who are using employee engagement to help increase their ROI and improve their bottom line. There are several strategies that can be implemented to improve engagement in the workplace — and a good deal of them now involve Gamification.

What is Gamification?

Many people confuse the term “gamification” with the act of playing a game.  This is not entirely accurate.  Although gamification employs gaming concepts, it is a tool that is used to drive engagement and enhance performance. The reason employee gamification works so well is because it is derived from learned behaviors and skills developed through childhood games.

The same underlying motivations, performance analysis and rewards make up the basis of today’s sophisticated gamification applications. For example, employees might be set up to win prizes for accomplishing specific goals or even compete with one another to secure the reward in question.  These methods have been found to be incredibly effective.

Gamification in the workplace essentially revolves around giving employees a better job experience and increasing retention and productivity.

Types of Employee Gamification

There are numerous ways to implement gamification in the workplace, and the ideal option will vary according to your specific business goals. For the sake of simplicity, we’ve organized the gamification types into three different categories:

  1. Progress Measurement

The ability to view your progress as you complete tasks and activities can be highly motivating. In gamification, progress may be measured through points, badges or even rewards.

  1. Social Motivation

Encouraging team collaboration and competition is another element of workplace gamification. This can be an exceptionally powerful way to increase workplace communication, productivity and even retention.

  1. Customized Gamification Apps

In some cases, businesses choose to implement entire processes that are built on gamification concepts. This type of immersive employee gamification is not the most common, but it can produce astounding results in the right setting.

The Benefits of Gamification

Employee gamification is currently being used in a variety of ways and produces a number of different benefits. A few of them include:

  • Increasing employee engagement
  • Improving productivity and retention
  • Boosting morale
  • Promoting team collaboration
  • Turning employees into brand ambassadors
  • Improving the learning process with enhanced training programs
  • Promoting desirable employee behavior

Gamification software is becoming more and more ingrained in the workplace and also becoming integrated into existing business tools. And organizations that use employee gamification are reaping the benefits of a highly engaged and productive workforce.

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