Gamification :

1. Gamification: Improving Employee Engagement and Quality of Intellectual Capital

2. Table of Contents • Scenario: Disconnected and Frustrated • Gamification • Employee Behaviors and Types • Employee Retention and Engagement • Organizational Value • Positive Reinforcement and Employee Engagement • Next Steps and Closing Thoughts • BACKUP

3. Disconnected and Frustrated • How do we avoidthe “grass is greener” mentality? • Can we keep our key employees to prevent “brain drain”? • How do we engageour employees and connectthem to the larger firm? Or better allocate employee resources on current and future project teams?

4. Understanding Employee Behaviors To avoid the grass is greener mentality there are four guiding principles that shape employee behaviors and improve company engagement: • Progress Paths – How close is an employee to the next “level up”? • Social Connection – How do employees determine what peers share the same skills (e.g. Belting) and where they rank? • Interface/User Experience – What environments can be used to engage employees on existing/future social platforms? (multi-device access, augmented reality)? • Feedback and Rewards – What motivates employees and / or leadership? (determine reward models to incentivize behavior, so-called “turbocharging” effect) http://visual.ly/adding-play-enterprise

5. Change the “Playing Field”… and improve Retention • What can we offer employees to incentivize them to stay? • How do we engage our workforce and measure that success in real-time? • Introducing the principles of “Gamification” into our core platforms provides a way to connect and engage our employees: • Competition with peers • Status and Rewards • Direct Peer and Senior Level Feedback • In short, these concepts give people a sense of being part of a larger, dynamic community, improving overall satisfaction, work quality, and retention

6. Gamification in Practice Examples: Use Badging to Increase Engagement • Contract Badge: Understanding of a contract vehicle • Novice to expert levels, perhaps different badges for different contract types • Capability Badge: Understand the Service Offerings in different capabilities • ST&I, Sys Dev, Cyber, Master Technologist (all tech capabilities understood), S&O, Analytics, etc. • Idea Generator Badge: Promote new ideas with key career incentives • Top 50 idea generators in the firm receive mentoring time with senior leadershipbased upon badge level • Idea generator badge – generate 5 ideas, get a 30-minute brainstorming session per quarter with senior leaders. • Key Need: Develop an incentive/reward/acknowledgement system • Have a clear concept of what we want our employees to accomplish • Understand what matters for employee and firm success • Goal: Have a leaderboard to allow both employees and management measure progress along the way.

7. Engagement and Game Mechanics • Adding game mechanics is an effort to solve the “interactions per person” problem as opposed to just increasing social activities. • We want all employees to start engaging, not just employees that already engage to engage more. • Employee behaviors change over time, and injecting game mechanics is a means to assist that change. • When you’re a Consultant (level 1) you have different goals, different objectives, different skills, different activities, etc. from when you’re an Associate, or a Senior Associate, or a Vice President. • Each level can approach their working life with the right set of tools and a shaped environment to be successful in their work. (In games, as you level up, your quest challenges increase and enemies get stronger but have higher rewards for success, and it just isn’t fun to fight lower level enemies)

8. Potential Value Proposition • Energize the workforce • Provide employees with a sense of purpose and incentive to engage in collaborative efforts • Drive Performance Improvement • Timely feedback to directly engage employees • Innovate in an Organic way • Capitalize on geographic diversity of workforce • Enable Grass-Roots efforts • Motivate Teams and Individuals • Clearly identify what teams/individuals get if they do well • Identify Emerging Leaders • Senior Leaders can identify upwardly mobile staff • Institutionalizing these concepts can help develop patterns for project resource allocation

9. Next Steps • Initial analysis to determine where game mechanics can best fit organizational needs • Identify appropriate platforms • Determine appropriate funding model • Work with identified vendors for implementation and integration plans

10. BACKUP COMPLETE BONUS ROUND

11. Gamification: Definition Gamificationis the use of game attributes to drive game-like player behavior in a non-game context. This definition has three components: • “The use of game attributes,” which includes game mechanics/dynamics, game design principles, gaming psychology, player journey, game play scripts and storytelling, and/or any other aspects of games • “To drive game-like player behavior,” such as engagement, interaction, addiction, competition, collaboration, awareness, learning, and/or any other observed player behavior during game play • “In a non-game context,” which can be anything other than a game (e.g. education, work, health and fitness, community participation, civic engagement, volunteerism, etc.) Source: Dr. Michael Wu, Principal Scientist of Analytics at Lithium. http://lithosphere.lithium.com/t5/Science-of-Social-blog/What-is-Gamification-Really/ba-p/30447 Bottom Line: Use game principles to reward positive behavior and progress COMPLETE BONUS ROUND

12. Game Mechanics • Companies use at least one of six primary game mechanics already: • Points • Levels • Challenges • Badges • Leaderboards • Rewards • All of the mechanics can be leveraged to engages employees and increase retention rates • The goal is to develop a model that simultaneously engages employees and assists in identifying top talent for leadership http://visual.ly/adding-play-enterprise COMPLETE BONUS ROUND

13. A model for Gamification: The SAPS framework • Status – opportunities to level up, desire for status is universal and people don’t want to lose status • Access – giving people something that they can’t have without you. • Power – giving people control over other people. Moderator on a forum, leader of a group, etc. • Stuff – can be expensive and is a known quantity. Would you rather get a free 11th cup or not have to wait in line for the coffee? Source: http://www.inc.com/inctv/201107/live-chat-gabe-zichermann.html?nav=next COMPLETE BONUS ROUND

14. Knowing your Employees There are four distinct personality types that arise when game mechanics are introduced: • Achiever – Someone who likes to win. • Killer – not enough to just win. They want someone else to lose. • Explorer – more interested in the behavior of finding something • Socializer – principle-driver of game users, as a game is a catalyst of socializing Is there a best-fit? How do we shape it? Personality types overlayed with Myers-Briggs types and demographic game design model” Source: Gamasutra

15. Booz Allen Social Enterprise (BASE) • As we adopt social technologies, it is critical to nudge employees in a social direction. • Game mechanics assist in engagingemployees and increasingadoptionof social networks and behaviors per user. • This REAL value is realized by lowering barriers of participation and showing the relationships of people, ideas, and things.  Implementing enterprise gamification strategy should be a part of the complete social business strategy.  • Source: http://webtechman.com/blog/2011/04/25/enterprise-gamification-for-leveling-up-to-prediction-markets-by-powering-up-with-collective-intelligence/ COMPLETE BONUS ROUND

16. Game Mechanics and Organizations • How is the concept of Gamification being leveraged within typical organization’s today: • High 5 and Performance Awards • Salesman leaderboards • Contests & Innovation Challenges • Where could we use gamification in the future: • Integrate capabilities within new Enterprise Social Network (ESN) Platforms to encourage engagement and participation in Communities of Practice • Integrate capabilities across all ERP-related functions to improve the learning experience and help clearly identify individuals and teams with key knowledge and skills COMPLETE BONUS ROUND

17. Sources • http://www.inc.com/inctv/201107/live-chat-gabe-zichermann.html?nav=next • http://www.inc.com/articles/201112/5-new-rules-for-adding-gamification-to-your-business.html • http://gamification.co/2012/05/14/status-is-gamifications-endgame-badges-are-not/ • http://www.gsummit.com/ • http://openbadges.org/en-US/ COMPLETE BONUS ROUND

18. Seven Core Concepts for Creating Compelling Experiences • Know who’s playing – design for their social style • Build Positive Emotions (PERMA) into your core activity loop • Build a system that’s easy to learn and hard to master • Design for Onboarding (Tutorial), Habit-Building (Grind), and Mastery (Elder Game) • Use Progress Mechanics to “light the way” towards learning and mastery • As players progress, unlock greater challenges and complexity • Deliver intrinsic motivations like Power, Autonomy and Belonging Source: Amy Jo Kim, CEO, Shuffleboard. http://casualconnect.org/lectures/business/smart-gamification-seven-core-concepts-for-creating-compelling-experiences-amy-jo-kim/ COMPLETE BONUS ROUND

19. Gamification in Practice: Testing • Scenario: An employee wants to demonstrate their level of expertise across the firm to be recognized as an internal thought leader and to increase their professional network • Value: Management can identify skills of employees for proposals or project staffing without mass resume calls or internal team resumes • Solution: Smarterer’s Approach to Game Mechanics • Approved questions that determine level of mastery on a specific body of knowledge • Ranking within the community to identify a fit on future projects COMPLETE BONUS ROUND

20. Gamification in Practice Example: Learning • Scenario: A manager needs to develop an individualized learning plan for each of their employees under the direction of senior management with the expectations that they will be able to track progress and achievement in real-time. • Solution: The Khan Academy Approach to Game Mechanics • Employees see progress for their individualized learning path • Managers can track and assist employees using real-time KPIs Learning Plan Profile Video Tutorials Knowledge Map Manager Employee Multi-Employee Training Activity Multi-Employee Training Performance COMPLETE BONUS ROUND

21. Serious Games • Urgent Evoke www.urgentevoke.com • IBM – CityOne COMPLETE BONUS ROUND

22. By 2015, 50 percent of companies will embrace gamification, Gartner says “ Gamificationdescribes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change,” said Brian Burke, an analyst at Gartner. “Enterprise architects, CIOs and IT planners must be aware of, and lead, the business trend of gamification, educate their business counterparts and collaborate in the evaluation of opportunities within the organization.” Source: http://venturebeat.com/2011/04/14/by-2015-50-percent-of-companies-will-embrace-gamification-gartner-says/ COMPLETE BONUS ROUND

23. Beyond Badges: The New Rules of Gamification Portion of online article: "For years, no one could see how they were doing—it was all opaque," says Paharia. But now, by letting employees compete against colleagues with points, each worker knows exactly where they stand. It's also a powerful motivational tool, showing employees that they're not working in a vacuum. "It encourages the notion of teams, that an not only doing it as part of myself, but part of a group," he says. "It's all about focusing on internal." Source: http://www.inc.com/articles/201112/5-new-rules-for-adding-gamification-to-your-business.html COMPLETE BONUS ROUND