Automatically determining work performance of employees in restaurants based on criteria such as sales, tips, surveys and customer acquisition data. “In restaurants, the top 10% of employees add $8.54 to every check. The bottom 10% actually subtract $7.21. In many cases it’s even more extreme. MUSE creates a competitive environment, and in doing so shifts the bottom to the middle, the middle to the top and the top through the glass ceiling – we conservatively predict a 2-4% increase in sales at the outset.” Rather than forecasting demand and staffing a restaurant accordingly, as most systems do, the software tracks waitstaff performance in terms of per-customer sales and satisfaction (gauged by tips). Highly rated servers are given more tables and preferred schedules. By shifting work to its best servers, the restaurant hopes to increase profits and motivate all employees.
Throughout the Not Your Average Joe’s chain the following was reported:
1.8% increase in sales
11% increase in gratuities
It's too early to tell for sure, but we think we will raise check averages by 2% to 3%, from $17 to $17.50 per guest. Based on 60,000 transactions a week, that adds up to about $1.5 million a year; with a 40% margin, the return is tremendous. We've also seen that guests prefer the higher-scoring servers, and since the system should help all servers improve, we hope that guests will be returning more frequently.
We saw this internally at InsideView when we wanted to drive social media adoption by the company. The only game mechanic we had to put in place was a monthly email that highlighted to most active employees on Twitter. The internal competition to be in First Place drove up the number of updates from employees 312%.
A newsletter highlighting top employees, Increased the number of Twitter updates by 312%
A group of salespeople who were rarely logging Events. Across the group, they would log about 10/week which is nowhere near what was actually happening or expected. The team felt comfortable in their old ways and weren't behind the change. So we ran a very simple one week sales competition where every Event logged would get a point. Whoever got the most points that week would get $100 gift certificate to a local restaurant for a nice dinner. A contest leaderboard and status updates would be shared daily to keep the team aware of where they stood.
For the 4 weeks prior to the contest, Events logged/week were consistently around 50.
During the week of the contest, it shot up to 85.
For the 4 weeks after the contest was over, Events logged/week held steady around 60 – a 10% increase from the pre-contest results.
Keas is an Employee Wellness Program that combines the best of social media and online games to create happier, healthier, more engaged employees. It’s time your company joined the social wellness revolution.
Wellvolution (including Shape Up Shield and other programs) is an eight-week-long, social-media-fueled challenge that uses an online platform to let employees form teams, post comments in forums, set team and personal fitness goals, and give virtual 'high fives' for encouragement.
That's when he came across Spigit, an innovation management solutions company. Spigit and Gardner's agency gamified government processes by creating DWP's Idea Street initiative in 2007. Through a virtual trading platform, British civil servants could buy and sell stock in new ideas with a virtual currency. What followed was a crowd-sourcing effort that called on civil servants to turn ideation into real cost savings. Those who posted comments and helped execute change could accrue more points, and were even rewarded through promotions. In one case, a call center employee came up with the idea to create internal marketing materials, resulting in that employee's transfer to the office of the head of the DWP.
In less than nine months, the DWP incurred about $41 million in hard savings by innovating its business processes
As President of CaLLogix, a lean contact center company headquartered in New Hampshire (an expensive geographic area for a contact center), my focus is on being highly responsive to our clients’ changing requirements, delivering exceptional service and managing a profitable company. Attrition, absenteeism and rising health care costs negatively impact our service and bottom line. Our ability to provide superior service depends on our staff being ready to take the important calls coming into our center.
reduce attrition by 50% and absenteeism by 80% while cutting our insurance premium increase and improving our overall company performance.
When 15 people are absent on a single day in a 200 person contact center, we have to scramble to cover the calls those 15 people would have taken. Prior to implementing our Consciousness @ CaLLogix wellness program, we averaged 15 absences each day. Today we average two.
the company saved $380,000 during the first year of the program – that equates to $2,000 per employee! Further, we haven't had to conduct our usual monthly new hire training in the past 8 months due to big reductions in turnover.
Go To Jupiter is a Game Based Learning Solution, used to teach to 500 agents about a new medicine. Astrazeneca’s agents have to earn points to be the first to reach a Stadium (which represents the official launch event of the medicine and where agents, answering questions using a remote control, can earn new points to improve their game ranking). In the web game, agents can get points by answering quiz and playing different mini-games focused on the features of a new product.
High usage rates (97%)
The most of the agents where using the platform outside of their work time
Integrated Badgeville and our support documentation into their Zendesk help desk
20% reduction in tickets per customer on average
40% improvement in response time by our agents for tickets filed
40% increase in forum engagement and knowledge base searches
All leading to improved customer satisfaction
Bluewolf, a management consulting firm in New York City, uses Salesforce.com's Chatter platform as its internal social network. At the beginning of the year, the platform was gamified, with employees getting points when they post comments - and more points if that comment sparks a conversation. They also get points for sharing reports to their outside social networks, or publishing a blog post, or making presentations on weekly knowledge management calls. Read more here.
Seattle-based Slalom Consulting had 2,000 employees in offices around the United States. To improve internal communications, the company decided to create a mobile application that would help employees learn the names and faces of their colleagues. To encourage participation, the application included a "leaderboard" showing who had the highest scores, says CEO Brad Jackson. The tactic backfired. "We found that only 5% of the people truly cared about being at the top of the leaderboard," he says. The prizes - gift cards - weren't enough, either. "What changed for us is when we transformed to teams," he says. "Whether by organization, or randomly assigned teams, there was a dramatic shift in the engagement of the game. People didn't want to let their team down." Participation grew from 5% to 90%, he says, and recognition scores went up from around 45% accuracy to 89%. Read more here.
Participation grew from 5% to 90%,
recognition scores went up from around 45% accuracy to 89%.
Insurance giant Allstate solicits innovative ideas from employees with the help of a gamified social innovation tool from Pleasanton, Calif.-based Spigit two to three times a month. "We don't necessarily use the reward system in the tool," says Matt Manzella, Allstate's director of technology innovation. "We have in the past, but people just want to participate." The key, he says, is to pick challenges that resonate with employees. "We do turn away concepts," he says. "If we feel that a challenge statement is not compelling enough for the crowd to get excited about, we'll turn it down or ask them [the company's business units] to come up with better challenges." One successful blitz resulted in changing the process of how claims are scheduled in an office. "It sounds like a mundane process, but leadership didn't recognize how complex it was and how much stress it was causing employees," he says. Changing the process saved the company $18 million a year in adjusters' time.
Changing the process saved the company $18 million a year in adjusters' time.
Hewlett Packard (HP) were able to achieve over $1 billion of revenue growth after investing in a new online portal that takes a gaming and rewards approach to selling. Speaking at Call Centre Expo, Dan Kelly from Corporate Rewards explained how gamification was used as a way of engaging HP’s resellers. Called ‘Project Everest’ HP and Corporate Rewards built an online platform that offers resellers rewards for selling HP’s ISS & ESS products. The website is game-based, with e-learning and rewards schemes integrated into a seller’s profile – visualised with avatars who quite literally ‘climb’ the sales mountain. The star prize was the holiday of a lifetime to each of the three target groups, but all of the resellers are offered rewards such as TV’s, discounted and iPads and music. The platform literally has a pacman-style game and online scratchcards – it’s a fundamental shift towards gaming. The tagline reads: “Win prizes for yourself and your sales team!” The results were in the first three months for Peak to Peak were impressive: $1bn(!) revenue growth
HP / Intel
950 sales people out of possible 1200 registered (80%)
We aimed for 50% of revenue growth – achieved 56.4%
$1bn revenue growth for HP in first three months of 2011/12
Pharmaceutical company Omnicare introduced gamification to its IT service desk operating model. "Omnicare found that by introducing an automated OmniQuest game, which included achievements, rewards in the form of badges, and real-time feedback within the ServiceNow platform, it realised 100% participation from team members."
Skin care company, Galderma, used gamification to motivate its sales team: "In 2011, Galderma presented its sales force with a relatively traditional game; players could work individually or in groups to advance their avatar along a path riddled with quizzes and situational role plays."The game's purpose was to strengthen the staff's knowledge about Galderma products and encourage them to build team spirit and become more involved. "In the end, the game not only strengthened Galderma's sales force, it also measurably increased company sales,"
Call Center provider with 20,000+ agents (most of them work from home); they introduced a gamified experience for training. Instead of taking training, agents are doing challenge. System gamified by Bunchball.
80% of users opted in within first week
reduced on-boarding from 4 weeks to 14 hours
trained agents outperformed peers by 23% in call handle time and +9% in customer satisfaction
Echo.it's platform Engaged helps translate company goals, values and strategies into action and create statistical data-points for implementing corporate strategies. This way, employees and management are invited to share their actions that they believe supports the values and strategy of their employer.
How can you engage people to participate fully in an online collaborative decision-making activity, while simultaneously juggling their busy schedules? Researchers decided to use two decisions tools - one for brainstorming, the other for fast focus - and integrate them together with game mechanics into the social media platform SAP Streamworks.
In an effort to encourage social collaboration among their 200k+ consultants, Deloitte leveraged Badgeville's mobile SDK to implement a mobile social rewards program to drive greater Yammer adoption and utilization.
Internal - Collaboration
Increased Knowledge Sharing
Improved expertise location between their global consultants
Better alignment between the company and its employees, reducing turnover
Gamification platform provider Bunchball worked with the Ford Motor company in Canada to help add gamification to its learning portals to assist sales and services teams that must become familiar with new car models, financing plans, technologies and options every year.
eLearning provider OTT had experienced high growth and was offering over 100 courses to agents. The Operations Director had noticed that although more courses were being completed in total, the average number of passes per course was falling. So they invested in gamification. Members were encouraged to earn virtual badges by completing eLearning courses.
average increase of 65% in user engagement with some clients benefiting from an uplift of over 300%
One client had a live course on the website but did not actively promote it over 12 months. Gamification had a big effect on their results. Pre-gamification their course was getting around 10 course passes a month. Post-gamification launch they were averaging around 50 passes a month.
Last summer, the company's sales management wanted to increase the number of appointments booked per day, so they decided to embrace gamification tactics. After initially trying to boost productivity by running contests with spreadsheets and reports, they downloaded a gamification app to drive their summer competition.
average number of appointments booked per day skyrocketed by an astonishing 127 percent
Digital engagement company ePrize leveraged gamification competitions internally to support sales of a new product last summer. The company wanted to incentivize reps to accelerate sales of a mobile product recently brought to market.
increased sales of that new product by 230 percent
During the 2012 Summer Olympics, the Detroit Pistons had their own Sales Olympics gamification strategy to boost suite sales. The team-based competition included assigning sales teams to countries and giving points whenever an "athlete" (or sales rep) from their "country" (or team) hit a desired quota on closing suite sales. In addition to getting points for closing deals, reps were also given points when actual Olympic athletes from their "country" scored in the summer games.
safety incidents and claim counts are reduced by more than 45 percent
reduction in shrinkage has been at a level of 55 percent
Contributions to shrinkage such as shoplifting, organized crime, administrative errors, and employee theft have all decreased substantially
In the case of internal loss, each time a burst of content related to employee theft is pushed out, they see at least a 60 percent increase in their “Integrity Pays” hotline calls, resulting in a direct reduction in inventory loss
T-Mobile wanted to motivate its customer care and retail store representatives to make T-Mobile's online social business community their go-to resource for answering customer questions. In the process, T-Mobile is driving up customer satisfaction scores by engaging more than 30,000 frontline representatives so they can effectively respond to customers' queries, even as the devices they sell and support grow more complex.
Support center, sales
user participation in T-Community increase 1,000 percent
within the first two weeks, more than 15,000 frontline employees completed an array of Getting Started missions -- far better than historical adoption rates for self-guided tutorials
employees were so active and quick to adopt the new platform that T-Mobile awarded 187,000 achievement badges in the first six weeks
the number of "likes" assigned by employees to indicate a helpful response increased a staggering 6,000 percent.