This new concept places people at the center of companies and offers collaborators a meaningful work experience. Corporate education and technology are fundamental to guarantee positive results.
A study by Gartner Consulting, in the United States, shows that only 29% of collaborates believe that the human resources area knows what they need and want. This number sends an alert signal to organization. A new concept called employee experience is here to help align expectations. Currently, the way companies position themselves is directly connected to customer satisfaction and product/service use – the client is first. The employee experience concept focuses on the employee journey to help increase efficiency and competitiveness.
“Employee Experience pushes HR departments to rethink their actions. It is an excellent strategy which presses companies to truly get to know their collaborators and understand what they consider memorable experiences to be. Behind the realization of great experiences, certain principles must be observed so they are consistent with the intended target results,” says Ana Paula Baseggio Lehmkuhl, who is the Human and Organizational Development manager at DOT digital group, a reference in the EdTech market.
Drawn from customer experience observation, a concept that focuses on the client, the term Employee Experience emerged in the United States in 2017. People management experts concluded that it was impracticable to have customer satisfaction without first providing positive experiences to collaborators. It is important to clarify that this new concept has nothing to do with comfortable lounge chairs and ping-pong tables. It does, however, pose on people managers the mission of connecting collaborators with the business in a personalized way, respecting the individuality of every team member.
EdTech has a key role – Employee experience invites organizations to centralize actions on the multiple dimensions of the human being. It is a great challenge which transforms the HR areas into a services designer for the organization and its collaborators,” affirms Lívia Felizardo, an EdTech business expert at DOT digital group. In her opinion, digital tools for corporate education play a key role in enabling this new style of HR, as “they are the instrument that makes employee experience implementation and practice tangible within organizations.”
Learning Experience Platform
Inspired by the need for a directed and personalized professional journey mentioned under the employee experience concept, the DOT digital group expert is involved in developing a platform which is based on the Learning Experience Platform. This new tool goes beyond the function of a common LMS. “The idea is personalization. It is possible, for example, to recommend courses to collaborators based on their preferences. These (recommendations) need not be limited by the company´s content portfolio but can connect (users) with what the market has to offer online,” explains Felizardo.
What does actually change when the focus shifts to a personalized corporate education? The main change is that this empowers employees to make choices according to their career projection, and not simply according to a “career plan” predefined by the organization. Further, it increases motivation for continuous learning and updating, which is an urgent need for organizations to increase competitiveness. According to Felizardo, by allowing collaborators to take charge of their career management, employee experience provides a more consistent trajectory, “which means learning is not set in stone, and collaborators are free to pave their own paths together with the company.”
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This article was originally published in Mundo RH.
By Luiz Alberto Ferla
The snooker table has become an icon for businesses that aim for collaborator satisfaction, especially within IT businesses. The table is not bad, but it isn´t enough. When I say this, I am talking about the relaxed enviroment it represents. Research on Generation Z professionals (born in the mid-90s) done by Gartner last year in the United States shows that much more than a little pampering is needed to keep them engaged and satisfied – 40% of these professionals said they regretted having accepted their current jobs.
What does this generation, which represents 32%of the worldwide population, really want? And what can organizations do to retain them and get past their lack of engagement and low productivity? The answer might be in Employee Experience, a new concept that is here to transform HR into a provider of custom-designed services for each of the collaborators. Is it impossible? It would be, were it not for technology, which makes it possible to personalize actions in a way that collaborators feel they are the protagonists of their own journeys within the company.
Employee Experience emerged in the United States around 2017. Experts perceived that companies needed to offer positive experiences to collaborators to guarantee the satisfaction of the end client, namely customer success. Garter´s research on Generation Z proves that opportunities for constant career updates and development are some of the main reasons employees stay with a company. For this reason, corporate education platforms are key to inserting Employee Experience in business.
New EdTech platforms, designed according to employee experience guidelines, allow team members the freedom to build their own careers within the company. Consequently, the new model breaks away from standardization and values individuality by bridging the gap between the objectives of companies and employees. Corporate education tools provide collaborators with course recommendations based on personal needs and preferences, for example, and connect them with content available online. Work colleagues may also make suggestions.
As collaborators begin to have more positive experiences, the company benefits from having more motivated professionals who constantly want to learn and stay up to date. A recent report by Brasscom indicates that the IT sector will need 420,000 new professionals in Brazil by 2024. Currently, there already is a surplus of vacant positions. This means that meeting the desires of collaborators will be increasingly more important to retain talent and maintain the team engaged, productive, and satisfied with their journey in the company.
Luiz Alberto Ferla is CEO and founder of DOT digital group.
In 2018, the DOT digital group developed a gamification strategy for Natura, the largest cosmetics company in Latin America, which is, proudly, Brazilian. The company aimed to increase the sales of hundreds of thousands of consultants throughout Brazil. Read more here.
Why did Natura bet on gamification to increase sales performance? There are several reasons, but the Six-Box model helps us understand some of them:
The sales consultants demonstrated already having the necessary sales tools and resources (Box 2), Natura incentives (Box 3) and personal motivation for sales (Box 6). Despite knowing that consultants had different competence levels for completing tasks, we banked on the fact that the right training could improve the skills of all consultants.
The sales consultants had problems in the contextual area, lacking immediate feedback on performance (Box 1) and more step-by-step instruction (Box 4). Gamification has much to contribute to these issues:
- LEARNING – Rules were developed to encourage sales consultants to engage in distance learning through instructional videos and to ask their leaders for more guidance.
- FEEDBACK – the Gamified app provided rich, immediate feedback on daily tasks: “You have finished task X and earned 20 points” or “You failed mission X. Next time try doing this and that”
The results allowed Natura not only to engage sales consultants and increase their revenues, but also to better understand their habits, profiles and performance gaps.
The collected data helped to quantify findings, creating guides and metrics that provided the company with reliable knowledge on its outside sales representatives.
As it is clear to see, gamification goes far beyond exhilaration. Gamification is about optimization, performance enhancement and quantitative evaluation of the resulting ROI.
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There is much Science and Design behind Gamification. In this article, the DOT methodology for gamifying systems/products/services is explained in an intuitive, visual manner using a Canvas.
Anyone who needs to implement complex projects loves Canvas, isn´t that right? This type of instrument facilitates comprehension in every step, a necessary element for the project and the relation between the steps.
Take a look at the conceptual Canvas for the DOT Gamification methodology.
Represents the entire research phase of the Gamification methodology:
- The process begins with an in-depth study of the system/product/service that needs gamifying. How does it work? What are the possibilities and restrictions? The goal here is to truly analyze the item before taking it to the next level and perfecting it with Gamification!
- The following step involves diving into three important areas:
- The target audience (Who is the aim of the gamification? What are these individuals like? What do they enjoy? What do they want? What do they reject?);
- The target-audience behaviors that need to be transformed so the gamification will be effective; and,
- The business objectives, which consist of creating value for the client and for the KPIs that must be used to evaluate project ROI.
Where Game Design is concentrated, details the most efficient incentive rules to reach the target audience, and to instill value behaviors that aim to realize business objectives. To learn more about this vital phase of the methodology, access our Gamification eBook.
Of the Canvas displays the support elements that make Gamification viable from the technical point of view. These are: technologies that will be implemented, communication strategies and careful interaction design of the user experience phase. The DOT digital group offers services in these three areas as well.
We truly are a multidisciplinary team, and that makes all the difference when designing Gamification.
Consists of an analysis of the operational costs necessary for the Gamification strategy. Clearly, the final amount in this field must be lower than the ROI. This is the criteria for financial and commercial viability of the strategy.
As in every Canvas, true analysis and comprehension begins only when all fields are filled out. At that point, the relations between different fields and ensuing complexity of the entire project come to light, which facilitates determining solutions.
Want to know more about the DOT way of doing Gamification and much more? Learn about Game Thinking, the framework to which Gamification belongs.