Performance metrics already exist and are being utilized to motivate employees, but what is the next step?
Employee retention is a long-standing and a well-documented challenge in the retail industry. Turnover rates have been exceptionally high for years, and there are theories abound as to why. Training deficiencies, low employee comradery, and antiquated hiring practices are just a few potential causes that have been examined in years past. One overarching theory that has been discussed is that in the modern professional environment the workforce mindset does not include company loyalty; it has a ‘self-centered’ attitude, for lack of a better term. That is, personal success, career advancement, and professional recognition is what drives today's employee. It is understood by staff that these workplace rewards can always be achieved by constantly looking for a new banner to work under, with promises of new ways to be recognized and compensated.
But recognizing and compensating valuable employees is sometimes difficult in the retail world with large stables of part-time employees, and low engagement opportunities for these workers.
One way to remedy this, and to better relate to the current and incoming workforce, is the theory of ‘gamification’. Gamification can be described as it pertains to workforces as ‘game thinking and game-based tools integrated into business processes to drive positive employee outcomes’. Engagement and productivity can be increased with a gamification process applied, retention being a beneficial by-product.
Games, where people can improve performance and be recognized for their achievements, have engaged people for years — sometimes to fanatical degrees. Video game systems keep track of participation, success, and progress with accumulative points and awards that are directly attributed to an online profile. To say that these games and profiles have a loyal following may be an understatement. Perhaps these achievements of statuses are what could keep associates engaged and participating at increasingly efficient levels.
Achievements have to mean something to truly be motivating, and perhaps an increased status or rank within the company with an accompanying commission level would be something that could be strived for. Once the desired increased status is earned, with the appropriate recognition and respect that comes attached, it may be harder to leave that behind and ‘start a game over’ on another platform.
Want to know how you can get started? With employee metrics, sales targets, and commissions levels in RQ, design a gamification system to keep your superstars playing for your team.
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