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As a field service manager you might be wondering how gamification can help your business, or perhaps you’re ready to start but you’re looking for ideas on the best way to implement.
This eBook published by Telogis can help you find the answers to these questions and understand how different employees might respond to gamification based on their personalities.
Gamification is a word that you will be hearing more often, with industry experts picking it as a growing trend in business applications.
The term arose back in 2002 but it wasn’t until 2010 that it started to gain traction. Software developers began using the engaging traits of electronic games to increase participation in business programs. Before long, business applications that allowed users to socialise, collect achievements and be rewarded started to pop up.
Over the years gamification has matured. More real-world testing has helped “gamified” business applications to evolve beyond a simplistic points system. This ebook explores the three fundamental elements of integrating Gamification into your business:
Phase 1: Establishing your mission
A business without a mission is like a ship without a rudder. Even if you already have a mission, it’s worth reviewing or updating it to match the current business environment. While your mobile workforce may be a subset of a larger business, there’s no reason it shouldn’t have its own mission, one that aligns and supports the overall corporate mission.
A business without a mission is like a ship without a rudder. Even if you already have a mission, it’s worth reviewing or updating it to match the current business environment.
No matter what your objectives are – increasing productivity, decreasing fuel costs, improving driver safety or increasing asset utilisation – the secret to achieving them is keeping them Specific, Measurable, Achievable, Realistic and Time-bound (SMART).
Phase 2: Align your mission objectives
To make sure you stay on track to achieve your objectives you need to check your alignment.
This means reviewing your objectives, to check they align with how you operate as a business. For example, if your company puts more emphasis on working as fast as possible without respect for safety, then setting an objective to reduce speeding won’t align.
Get your company influencers (normally managers or supervisors) involved and review your objectives with them. They’ll let you know quickly where they think alignment is lacking. It’s important that your managers are onboard with the new objectives – they will play an important role in influencing others and ultimately help achieve a successful outcome.
After reviewing and refining your objectives, aligning them with your organisation, you’re ready for implementation. It’s time to deploy.
Phase 3: Deployment
The size of your organisation will determine the scale of your deployment planning. In the case of using Telogis Coach mobile app, small companies may only need brief training that includes a quick-start guide to explain how it works and instructions on how to download, install and log in to the app on their mobile device.
The size of your organisation will determine the scale of your deployment planning.
First of all, you want to make sure everyone in your organization knows what your objectives are. If one of your KPIs is to reduce speeding by 50% then let the whole team know, not just management. A team wins when it knows what it’s playing for.
You’ll also need a scoreboard. Telogis Coach includes an enterprise dashboard that shows real-time results for specific KPIs – you can log in from anywhere and get an up-to-date score, either across the entire fleet or individual crews.
You don’t need to do cartwheels in the office every time a driver gets a perfect score but there should be recognition and reward. In most cases the size of the reward is not important; it’s about making sure they know you know, and it means something to you.
Recording the game time
Decide on how long each “game” lasts. Employees will soon tire of a game with no end in sight. You can choose any reasonable period but in general, for achieving fleet KPIs, a period of 90 days is most common. At the end of each period, results are tallied, players rewarded and recognised and the game starts over.
Not only will you have some of each gamer type personalities in your organisation, there’s also a little of each type in all of us. You should remember this with your gamification program and make sure you’re keeping each type happy.
Killers need sufficient competition. Achievers need plenty of recognition and rewards. Socialisers need lots of interaction with other players and Explorers need the opportunity to be creative with the game. Check from time to time that you have the balance right.
Give your team time to adjust to the new gamification approach, be generous with recognition and rewards and stay focused on your mission.