Gamification isn’t just a buzzword. It is and increasingly popular and solid enterprise strategy that boosts employee motivation, engagement, and performance. However, driving strong business results requires a firm foundational understanding of gamification, what makes it effective, and how to implement a successful, sustainable program that drives long-term results.
Gallup reports that employee engagement hit an 11-year low in early 2024. The causes are usually a lack of clarity around roles, disconnection from their organization’s mission, and not feeling cared about at work.
Disengagement is expensive. Gallup reports that disengaged employees have:
The cost? 34% of each disengaged employee’s annual salary.
It is more important than ever to invest in the employee experience. Gamification is a strategy that is gaining traction across organizational types and industries to address these challenges.
While an effective tool for employee motivation, engagement, productivity, and performance, it must be thoughtfully implemented to deliver consistent results over the long term.
Gamification taps into intrinsic and extrinsic motivators. Extrinsic motivation is driven by external rewards (recognition, prizes, etc.). Intrinsic motivation involves internal rewards (learning for its own sake, self-actualization, etc.).
For instance, an intrinsically motivated person will run 10 miles because they enjoy it and feel an internal sense of accomplishment. An extrinsically motivated person will run 10 miles to train for a race with external rewards, such as a trophy or prize money. Each motivator keeps users engaged in the activities and, as a result, drives performance.
Gamification AI integrates artificial intelligence (AI) technologies with gamification, creating highly targeted and responsive experiences that cater to individual user preferences, behaviors, and learning styles, ultimately increasing user engagement and performance.
When getting started with gamification, it’s easy to fall into traps that can prevent your program from achieving long-term, sustainable results. Here are a few recommended do’s and dont’s:
Do clearly define objectives and goals. | Don’t implement gamification without a clear purpose. |
Do tailor the game mechanics to fit the company’s culture. | Don’t use a one-size-fits-all approach. |
Do ensure the gamification elements are inclusive. | Don’t create games that only appeal to a specific demographic or group. |
Do provide meaningful rewards that align with employees’ values. | Don’t rely solely on monetary rewards. |
Do use gamification to encourage collaboration and teamwork. | Don’t foster unhealthy competition among employees. |
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April has 20+ years of global marketing experience in the high-tech industry with leadership experience across brand, demand generation, and customer adoption.Previously the Global Head of Marketing for SAP SuccessFactors, April was responsible for end-to-end marketing for SuccessFactors around the world. In this role, April led strategic marketing plans to grow global brand recognition, revenue, customer success and category creation of human experience management (HXM), which is focused on solution innovations that put the employee at the center of work. April also served as a Diversity and Inclusion Lead at SAP and led global thought leadership and strategic partnerships inspiring an inclusive culture, women’s equality, supplier diversity, and sustainable supply chains.
April has been honored by various organizations including CRN’s “Women of the Channel” and as a “Top 100 Ethnic Minority Executive” by EmPower. She holds a B.A. in Communications and Marketing from Simon Fraser University, Canada’s leading comprehensive university.
Gal founded Centrical (previously GamEffective) in 2013, with the vision of helping companies empower their employees’ performance, making them the center of business success.Prior to that he was CEO of Gilon-Synergy Business Insight, a national leader in Business Intelligence. In 2010, Gilon-Synergy was acquired by Ness Technologies (NASDAQ:NSTC) and Gal went on to serve as Senior VP at Ness, and was member of its executive management.
Prior to that he was VP customer relations and operations at Deloitte Consulting. He also worked at EDS and Bashan. He holds a MBA degree in Marketing and Information Technologies from the Tel Aviv University.
Daphne has over 15 years of experience in Customer Relations and Retention in both B2B and B2C environments. Her area of expertise is leading customer success, consulting and global professional services teams within public and private sector companies. She is focused on leading teams to grow the partnership with our clients.
Prior to Centrical, Daphne worked software and service companies in the online marketing and gaming industry.
Daphne holds MA in Statistics – Specialization in Operations Research and a MBA degree, both from the Hebrew University of Jerusalem.
Linat Polak Mart has more than 15 years of expertise in managing product strategy and operations in high-volume organizations.Previously, she held the role of Head of Product Experience and Communications for LivePerson, a leading Conversational AI platform, where she played crucial part in delivering significant product innovation and customer growth. Prior to her time at LivePerson, she held multiple senior product roles at NICE, a leading enterprise customer experience (CX) software provider, including Director of Product Portfolio and Director of Product Management.
Linat holds an MBA from Tel Aviv University and a BA in Computer Science from Reichman University (IDC Herzliya). She graduated magna cum laude from both institutions.
Ella Davidson is responsible for managing Centrical’s employee relations worldwide, including organizational development, talent management, benefits and recruitment. Ella has more than 18 years of human resources management experience. Prior to joining Centrical she was vice president of human resources at myThings and OpTier – leading SW companies, and consulted numerous entrepreneurs and startups in the Israeli hi-tech industry and Israel and in the US.Ella holds a B.A in Psychology from the Hebrew University and MSc in Organizational Behavior from Recanati Business School at Tel Aviv University.
Ariel has over 16 years’ experience in a wide variety of R&D leadership roles. He is highly experienced at building R&D teams from the ground up, driving high levels of accountability and ownership and setting up automation infrastructures. For the past 10 years Ariel has managed both in-house and offshore development teams at companies ranging from startups to enterprise organizations.
Prior to joining Centrical, Ariel served as VP of R&D at Worthy.com where his team dramatically improved product stability, quality and execution. Before that, he was VP R&D at Applicaster where he led infrastructure changes from project to product. Ariel has also held various R&D positions at Retalix (later acquired by NCR).
Ariel holds B.sc in Computer science & Math, and MBA degree in Information Technologies, both from Bar Ilan University
Tompkins comes to Workspot with more than 25 years of experience in software and hardware sales. Prior to joining his role as Chief Revenue Officer at Centrical, he was CEO at Workspot. He held the position of Chief Revenue Officer at IGEL as well as senior sales leadership positions with Red Hat, Hewlett Packard (now Hewlett Packard Enterprise), and Citrix.
Tompkins holds an MBA in Business Administration and Management from the University of Virginia, Darden Graduate School of Business Administration and served in the US Navy as a Nuclear Propulsion Technician.
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