My third post about motivation is inspired by the second talk I saw Michael Wu deliver recently – the Science of Gamification.
Roy Rogers on his horse Trigger
At the heart of gamification is the observation that we avoid work in preference to play. So perhaps if we can introduce elements of the game to the working world, we might be able to influence behaviour to achieve a business purpose.
Wu’s definition: gamification is the use of game mechanics/dynamics to drive game-like engagement and actions in non-game environments (e.g. work, education, exercise, etc.)
My interest was piqued with that mention of engagement… Here we are in the world of motivation once more. Wu demonstrated how gamification dynamics are mirrored throughout behavioural psychology and economics.
I was not alone in my scepticism about the mission to ‘get people to be excellent’ at ECEW, where employee engagement is a central stream. Many of the delegates are talking about motivating legions of staff in contact centres. We don’t hire legions of staff into social media roles, but we do need to hire people with the right aptitudes and attitudes.
Heather Taylor, community manager at the BBC, was a welcome and timely dose of optimism to counter my leaning towards cynicism.
I think I’ve hit upon a silver bullet. I know exactly how to hire and keep the right people to achieve excellence but I need to take you on a journey before I can reveal it. This is the first of four posts on motivation.
61% of companies are aiming to deliver the best customer experience (CE) in their industries over the next three years according to ex-Forrester analyst and CE expert Bruce Temkin. That customer experience is widely regarded as an area in which to differentiate a brand is no surprise to those at this year’s European Customer Experience World. Striving for excellence was the common denominator amongst delegates.
Attempting to find Sofitel Heathrow T5 with a satnav that predates T5 is not much fun
For Temkin, customer experience correlates to loyalty and there are four competencies that an organisation must have to be customer centric: purposeful leadership; compelling brand values; customer connectedness and employee engagement. This last one you can gauge by asking the question, ‘are your employees fully committed to your goals?’