Tag Archives: Employee Engagement

9 of 10 Companies Requiring Employees to Return to the Office in 2024

9 of 10 Companies Requiring Employees to Return to the Office in 2024

GUEST POST from Shep Hyken

Happy employees mean more engaged and productive employees. I’ve written many times that what’s happening inside an organization will be felt on the outside by customers. A good employee experience (EX) will positively impact the customer experience (CX). And of course, the opposite is true. A “ripple effect” of employee satisfaction or dissatisfaction will inevitably reach your customers, impacting their overall experience.

As a result of the Covid-19 pandemic, which forced a shutdown, many companies and organizations realized—or at least thought—their employees could work remotely. Many companies walked away from their offices and didn’t renew their leases. This shift in the traditional in-office, five-day-a-week schedule was either eliminated or modified, and many workers discovered they enjoyed working from home. However, it looks as if this “experiment” didn’t work out as planned, and many companies will start requiring RTO (return to office) in a schedule that looks similar to pre-pandemic office hours and attendance requirements.

In August, ResumeBuilder surveyed 1,000 corporate decision-makers about their RTO plans. Here are the main results:

    • 90% of companies will return to the office by 2024.
    • only 2% say their company never plans to require employees to return to work in person.
    • 72% say RTO has improved revenue.
    • 28% will threaten to fire employees who don’t comply with RTO policies.

The Opportunity

Why return to the traditional office environment? The answer is something we already know. Because companies potentially make more money.

The move to return to the office started in 2021, just after the lockdown. That year, 31% of companies required employees to return to their offices, 41% in 2022 and 27% in 2023. Most of the respondents to the survey claimed they saw an improvement in revenue, productivity and worker retention.

And for those companies that plan to demand RTO in 2024, 81% say it will improve revenue, 81% believe it will improve the company culture and 83% say it will improve worker productivity.

These decision-makers aren’t making an arbitrary determination. They recognize the negative impact an RTO policy can have. Many of them (72%) said their company would offer commuter benefits, 57% would help with child-care costs and 64% would provide catered meals. But are the perks enough?

The Danger

There is concern that a shift back to full-time office hours could cause a company to lose good employees in a hiring environment in which candidates are “calling the shots” and working for companies that not only give them a steady paycheck and traditional benefits, but also a work schedule and in-office policy that aligns with their need for work/life balance. Even so, according to the survey, 28% of the decision-makers surveyed claimed they would fire employees for not complying with their RTO policies.

As we navigate the complexities of a post-pandemic working world, companies face a tough choice that will shape and impact both the employee and customer experiences. Suppose a company decides to require a 100% return to the office. It must recognize and weigh the opportunities—primarily, increased productivity and revenue—with the negatives—less-than-enthusiastic employees and the potential (even probable) loss of employees.

This article originally appeared on Forbes.com

Image Credits: Shep Hyken

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Measuring Employee Engagement Accurately

Measuring Employee Engagement Accurately

GUEST POST from David Burkus

Employee engagement has been a hot topic for several decades. And for good reason. Business teams with highly engaged employees have a 59 percent lower turnover rate than those with less engaged staff. Highly engaged teams are 17 percent more productive. Engaged teams receive 10 percent higher customer reviews. And yes, businesses with engaged employees have higher profit margins than non-engaged competitors.

But getting employees to feel engaged is no small feat. Even how to measure employee engagement can be a difficult question to answer for many leaders. But there are good reasons to try. Measuring employee engagement helps identify cultural strengths for the organization. Done well measuring employee engagement builds trust through the company. And measuring employee engagement helps understand and respond to potential trends, both in the organization and across the industry.

In this article, we’ll outline how to measure employee engagement through the most commonly used method and offer the strengths and weaknesses of each method.


The first method used to measure employee engagement is surveys. And this is also the most commonly used method as well—mostly for commercial reasons. After the Gallup Organization launched their original Q12 survey of engagement, dozens of competing companies with competing surveys sprung up all promising a different and better way to measure employee engagement. Most of these surveys present a series of statements and ask participants to rate how much they agree or disagree on a 5- or 7-point “Likert” scale. Some include a few open-ended questions as well.

The biggest strength of the survey method is that it scales easily. For an organization with hundreds or thousands of employees, emailing out a survey invitation and letting the system do the rest of the work saves a lot of time. In addition, surveys allow for objective comparisons between teams and divisions, or between the company and an industry benchmark. But while the comparisons may be objective, the data itself may not be. That’s the biggest weakness of surveys, they most often rely on self-reported data. And as a result, those taking the survey may not be completely honest, either because they want to feel more engaged or because they don’t trust the survey to be truly anonymous.


The second method used to measure employee engagement is proxies—meaning other metrics that serve as a proxy for engagement. Because we know that employee engagement correlates to other measurements, we can assume a certain level of engagement based off those measurements. For example, productivity has a strong correlation to employee engagement when looking at teams or entire organizations. So, if productivity is high, it’s safe to assume employee engagement isn’t low. Likewise, absenteeism and turnover tend to rise as employee engagement falls, so changes over time on those metrics point to changes over time in engagement. (And comparisons between engagement in departments/teams can sometimes be made based on these proxies.)

The big strength of proxies is that they’re usually measurements that are already being captured. Larger organizations are already tracking productivity, turnover, and more and so the data are already there. The weaknesses of proxy measurements, however, are that they’re not a perfect correlation. It’s possible to be productive but not engaged, and there are often other reasons certain roles have higher turnover than others beyond employee engagement. In addition, some of these proxies are lagging indicators—if turnover is increasing than engagement has already fallen—and so they don’t provide leaders a chance to respond as fast.


The third method used to measure employee engagement is interviews. And this method is the least common one but it’s growing in usage. Sometimes these are called “stay” interviews, in contrast to the exit interviews that are common practice in organizations. The idea is to regularly interview employees who are staying about how the company (and leaders) are doing and how things could be improved. While the questions used should provide some structure, the open-ended nature allows leaders to discover potentially unknown areas for improvement.

The biggest strength of stay interviews is that they’re a useful method for team leaders who may not have senior leader support for measuring engagement. Conducting stay interviews with ones’ team doesn’t require senior leadership approval or data from Human Resources. So, it’s available to leaders at all levels. And while that’s true, the weakness of stay interviews is that they’re hard to scale. Training thousands of managers on conducting a stay interview isn’t as easy as emailing out a survey. Moreover, because different managers would conduct these interviews differently, cross-comparison would be subject to bias. Stay interviews are a powerful way to measure engagement on a team, but they’re most potent when they’re used by managers who truly want the feedback their team provides (and not merely because they were told to conduct interviews).


While all three methods are a way to measure employee engagement, it’s not enough to merely measure. We measure things so we can improve them. So once the measurement is done, leaders need to have a plan in place make progress. That plan should include sharing out the results of the measurement and sharing the lessons learned from analyzing those results. In addition, leaders should share what changes are planned based on those lessons. And while it doesn’t need to be shared, it’s worth thinking ahead of time how the effects of those changes will be themselves be measured.

Done well, these measurements and the resulting plans will create an environment where everyone can do their best work ever.

Image credit: Pixabay

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The Real Reasons Employees Stay Or Leave

Hint: It’s about more than money

The Real Reasons Employees Stay Or Leave

GUEST POST from Shep Hyken

What if every great employee you (or your company) hired never left? Of course, that’s unrealistic … or is it? Joey Coleman is one of the brightest authors and speakers on the planet. His first book, Never Lose a Customer Again, is one of the very best books I’ve read on how to keep your customers coming back. He’s now taken some of the same ideas that worked for customer retention and written a second book, just as brilliant, Never Lose an Employee Again.

Coleman studied and researched organizations worldwide, and he found that 50% of hourly employees quit before their 100-day anniversary. For non-hourly or salaried employees, it’s 20%. I interviewed Coleman on Amazing Business Radio to learn how we can keep good employees.

“How we onboard employees and make them feel part of our community can differentiate whether they will be long-time employees or leave almost as fast as they came,” Coleman said. “The first 100 days are the most important time in the entire relationship with an employee because this is where the foundation is laid.”

So, why do employees leave? Contrary to popular belief, the No. 1 reason an employee leaves to work elsewhere is not money. In the traditional exit interview, where an employee talks to their employer face-to-face, money is the easiest and safest excuse for an exit. The true reasons for leaving are more telling—and can help prevent an employee from going, even if offered more money somewhere else. Coleman cites the Work Institute employee retention study, sharing the top five reasons employees leave:

  1. No clear career path — This is the top reason employees leave. Nearly one-quarter (24%) don’t see future opportunities in the organization. Most employees want to advance their careers and learn new skills. Laying out a potential path for an employee from the very beginning of their employment with you can have long-term benefits.
  2. Stress or lack of resources — Not providing employees with the tools they need or giving them too heavy of a workload can impact their emotional health, which could lead them to find work at another company.
  3. Health and family matters — As much as an employee may love working with your organization, personal health, a sick child or an aging parent can interfere with their ability to work. Regarding the latter, Coleman says, “Just as some employers provide daycare for young children, some employers in the future will also provide an eldercare program.”
  4. Work/life balance — The job has to fit the employee’s lifestyle. Something as seemingly insignificant as a long commute can negatively impact the employee’s personal life so much that they leave.
  5. Money — Almost one in 10 (9%) leave because of money. That means nine out of 10 leave for other reasons, often within our control.

After reading the reasons listed above, here is Coleman’s top advice:

  • Affirm the employee made the right decision to come to work at your organization — The concept of affirm is one of the eight phases of the first 100 days Coleman covers in his book. There is a scientifically proven emotional reaction in which a new employee begins to doubt their decision to accept your job offer. It is called “new hire’s remorse,” which happens between when they accept the job offer and their first day. Reaffirm your new employee’s decision to accept your job offer. Establish a personal and emotional connection even before their first day.
  • On-boarding must be practiced at a higher level — Don’t just onboard the first day or two (or even a week or two). Coleman says, “If you’re not painting a clear path for your people but expecting them to manage and figure out their careers on their own, then you deserve to lose them.” The amount of time you spend with employees over the first 100 days directly correlates to how long they will stay.
  • The employee’s personal life is important — Notice that three of the five reasons people leave the organization are personal. Coleman says, “You need to know what’s going on between 5 p.m. and 9 a.m. as much as you are interested in what’s happening between 9 a.m. and 5 p.m. What are your people doing and dealing with when they are not at work?”

I’ve often said that you won’t have a business without customers. Coleman makes the case that the same applies to employees. Much of what gets customers to come back is a great customer experience. You can’t deliver a great CX without a great employee experience on the inside of your organization. Coleman says, “People think that customer experience and employee experience are two different silos. The better way to look at this is that they are two sides of the same coin. We must work on both!”

This article originally appeared on Forbes.com

Image Credits: Shep Hyken

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Making Employees Happy At Work

GUEST POST from David Burkus

As long as people remain the center of organizations, attracting, retaining, and motivating those people—keeping them happy at work—will be one of the most important elements of a leader’s job. Work is central to our lives. For most adults, work occupies the majority of waking hours. And being happy at work can make a big difference in whether those hours are a drain or not. And, by extension, whether those hours are productive or not.

But that job as become more and more difficult over time.

In recent years some of the circumstances around job satisfaction and happiness at work have been outside of leaders’ control—global pandemics and being always on the verge of a recession come to mind. But there are a few adjustments inside of leaders’ control that can dramatically effect happiness. In particular, research from Mark Mortensen and Amy Edmondson suggests four specific components effect the “employee value proposition” and hence their happiness at work.

In this article, we’ll review those four elements of employee happiness and offer suggestions on how to leverage each to make employees happy at work.

Material Offerings

The first element that makes employees happy at work is material offerings. Material offerings include compensation, bonuses, and perks, the office and individual workspace, location, and even schedule and flexibility. This is what most leaders think about when they think about satisfaction and happiness at work. But unless you’re a senior leader or business owner, there’s not a lot you can change—and even if you are, some of those changes will take a lot of time. If you’re a front-line leader or middle manager, then your options are even more limited.

However, there’s always some room inside the organizational/industry constraints you might be able to find. You may not be able to move offices, but you could give the team more autonomy over the design of their workspace. You might not be able to set the working hours, but you can work with the team to find a little more flexibility inside of those hours. And it’s worth considering any area you do have control over. Even if you can’t make big changes, your team will appreciate that you’re making the effort.

Opportunity to Grow

The second element that makes employees happy at work is opportunity to grow. This refers to an organization’s opportunities to develop and grow employees, which include assigning new roles, implementing job rotations, and offering training aimed at helping them acquire new skills. Humans are intrinsically motivated by progress—they want to know they’re growing in their knowledge, skills, and abilities. In addition, they want to know they work in an organization that has room for them to grow into new roles and take on new challenges.

And leaders at all levels can help create (or increase awareness) of opportunities to grow. So long as the organization isn’t shrinking, there will be opportunities for individuals to get promoted or take on new challenges. But often those opportunities don’t present themselves fast enough to be salient. So as a leader, it’s vital to get to know the people on your team—their career goals and their development needs—and create opportunities to learn for them. You may not be able to promote them immediately. But you can help them feel growth by assigning them new tasks or projects that will help them prepare for that desired promotion.

Connection and Community

The third element that makes employees happy at work is connection and community. This refers to an employee’s sense of being appreciated and valued for their identity, experiencing mutual accountability, building social relationships, and being supported by an energizing culture that encourages candid expression and fosters a sense of belonging. Humans are social creatures. And as social creatures, the people we work with have a significant effect on our satisfaction and happiness. People want to feel they belong and that they’re appreciated.

And connection and community is where middle managers and front-line leaders make the most difference in employees being happy at work. Because most people’s experience of work—and connection and community—is actually a reflection of the team they work with or the location the work at. If you take time to connect with each of your people and hold space for group conversations and experiences unrelated to work, that will help amplify your team’s feelings of connection. If you take the time to celebrate small wins, and encourage others to do the same, you’ll help increase everyone’s feeling of appreciation and belonging.

Meaning and Purpose

The fourth element that makes employees happy at work is meaning and purpose. This refers to the organization’s aspirational reasons for existing and employees desire to see their contribution to work that makes the world better. Many organizations attempt create a sense of meaning and purpose through mission statements or vision statements. But just like connection and community, meaning and purpose is felt more strongly on the individual and team level. Which means leaders at all levels need to create a direct connection between the larger mission and the individual purpose of their specific team.

People want to do work that matters, and to work for leaders who tell them they matter. And as a leader, one of the most powerful ways you can do that is by helping people answer the question “who is served by the work that we do?” And then reminding them of that answer on a regular basis. This not only creates a more motivated team, but it also creates a team that feels more meaning and purpose as well.

It’s important to look at these elements both individually and collaboratively. Individually, you may have noticed a specific element which your team lacks. But these elements work together to create an overall experience. Material offerings are great, but there is a diminishing return on their increase in happiness. It takes all four to create an environment where employees feel happy at work and hence feel like they can do their best work ever.

Image credit: Pixabay

Originally published at https://davidburkus.com on May 15, 2022.

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People Cannot Work Forever

People Cannot Work Forever

GUEST POST from Mike Shipulski

When cars run out of gas, they can no longer get the job done until their tanks are filled up. And it’s the same with people, except people are asked to keep on truckin’ even though their tanks are empty.

When machines are used for a certain number of hours, they are supposed to be given rest and routine maintenance. If the maintenance isn’t completed as defined in the operator’s manual, the warranty is voided.

Maybe we could create a maintenance schedule for people. And if it’s not done, we could be okay with reduced performance, like with a machine. And when the scheduled maintenance isn’t performed on time, maybe we could blame the person who prevented it from happening.

If your lawnmower could tell you when you were using it in a way that would cause it damage, would you listen and change your behavior? How about if a person said a similar thing to you? To which one would you show more compassion?

When your car’s check engine light comes on, would you pretend you don’t see it or would you think that the car is being less than truthful? What if a person tells you their body is throwing a warning light because of how you’re driving them? Would you believe them or stomp on the accelerator?

We expect our machines to wear out and need refurbishment. We expect our cars to run out of gas if we don’t add fuel. We expect our lawnmowers to stall if we try to mow grass that’s two feet tall. We expect that their capacities and capabilities are finite. Maybe we can keep all this in mind when we set expectations for our people.

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5 Ways to Encourage Employee Engagement

5 Ways to Encourage Employee Engagement

GUEST POST from Douglas Ferguson

How do we become disengaged? What triggers disengagement in employees? When employees are engaged they embody the vision, values, and purpose of the company. The ultimate goal is to have a team of passionate contributors who are driven toward innovation and are positive and innovative problem solvers. As Leaders, we need to understand what causes our team to be disengaged if we want to shift them towards innovation.


When considering the signs of disengagement, often the first thing that comes to mind is laziness, apathy, and dissidence. These are merely symptoms, and as leaders, we need to dig deeper to discover what is happening at the core of our company and organizational culture that is causing these symptoms to surface.

To fully understand disengagement we first need to realize there are 3 employee classifications, according to Gallup; engaged, not engaged, and actively disengaged. Less than 31% of U.S workers were engaged in their jobs in 2014 and while it is easy to see the signs of an employee who is not engaged, actively disengaged employees tend to blend in as they are choosing this path, and just want to blend in.

There are a few telltale signs to look out for:

  • No initiative in employee performance
  • Unhealthy Activities
  • Silence can indicate a problem in the workplace
  • Lack of learning and lack of motivation
  • Wasted weekends

When we begin to look at our company culture and organizational culture we can start defining what the cause of this dissidence is. Systemic cultural issues can be due to:

  • Lack of challenge in the workplace
  • Lack of recognition
  • Lack of communication
  • Lack of trust
  • Siloed teamwork
  • Missing transparency

Employee Burnout

Disengaged employees sometimes need a spark. They are almost never bad employees, check out these 5 tips to reengage the disengaged.

1. How Might We

Addressing a lack of challenge in the workplace can seem like a difficult task, but one easy shift a leader can make lies in reframing. The first step in this type of reframing is identifying themes and insights for your company. This sheds light on problem areas for clients and employees alike. Reframing the insights to include ‘How might we’ creates an opportunity for would-be innovators to freely share ideas openly because it is framed as a possibility rather than a perfected final product. Reframing to these 3 words suggests that a solution is possible and it opens the door for a variety of creative ideation and problem-solving. When we pose a question to the team in the form of ‘How Might We’ we are encouraging them rather than inhibiting them. This combats disengagement by inviting each member of the team to voice their ideas in determining the solution. Every idea is valuable, and when you create a psychologically safe environment for all voices to be heard, your team will be fully unleashed.

2. Embrace Flexibility

The future of work is shifting, and with it many organizations are realizing that the traditional way we worked in the past, 9-5 in the office, may not necessarily be the best for unlocking teams’ full potential. The Bureau of Labor Statistics estimates that 50 million jobs are work-at-home capable. This means offering employees options for in-office, remote, or hybrid schedules is not only feasible, but it could increase positive productivity, and decrease the percentage of disengaged employees.

3. Employee Experience

Understanding the expectations and needs of your employees is vital to a company’s team health. When we work to recognize employees on a deeper level we can begin to change the culture to one that is thriving with ideas. Transparency and psychological safety will elevate your team and pave the way for healthy interactions that are sure to combat disengaged employees. A critical organization system we utilize is our Employee User Manual. This document is intended to open up conversations company-wide, to ensure every employee has the ability to share preferences, growth plans, and core values. By leading teams with an exercise such as this, you are building a foundation of psychological safety, transparency, and trust.

United Employees

4. Compassion and Empathy

As leaders, there has never been a better time to build meaningful relationships with employees and communities alike. Nurturing these relationships is key to keeping disengaged employees happy, productive, and satisfied with their work.

Happy Employees

“High-performing leaders of today are different. They’re empathetic, they think about people and society, and they really listen. There will always be financially-driven executives, but they’re getting pummeled and won’t be effective today,”

leading industry analyst, Josh Bersin.

Empathy, ethics, and values lining up between leaders and teams has the potential to increase retention, cultivate ideas, and deliver a healthy work environment.

5. Motivation and Talent

Disengaged employees may simply be lacking the recognition to develop their talents. It is reported that 69% of employers say they are struggling to find the talent that they need, but with a shift in organizational culture, that talent may be present and in need of a little nurturing to fully blossom. As Terry Lee outlines, there is great potential inside everyone. It’s up to great leaders to bring it out in four nurturing ways:

  • Training

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization.

Employee Engagement

  • Connection

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization. Every leader should understand their company’s mission and articulate that message to staff consistently and authentically.

  • Challenges

When team members complete meaningful tasks, they may receive an intrinsic reward. One way to amplify this reward is by talking to teams to determine what they think are the most important parts of their job. Then leaders can help them structure their day around tasks that give them a feeling of purpose.

  • Coaching

Team members need coaches to meet them where they’re at. They help staff identify what options they may have to reach goals and then set the appropriate challenges that lead them to success.

Shifting Work Culture to Engage the Disengaged

At Voltage Control we believe that every team member has potential that is waiting to be released. We believe that change is necessary to remain relevant in the world of work, and through interventions and training, we can help leaders and teams unlock and unleash that potential.

Article originally appeared on VoltageControl.com

Image credit: Pexels

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Bring Newness to Corporate Learning with Gamification

Bring Newness to Corporate Learning with Gamification

GUEST POST from Janet Sernack

I was first introduced to gamification upon meeting Mario Herger, in 2012, when he was a Senior Innovation Strategist at SAP Labs LLC, in Israel, as a participant in his two-day gamification workshop for Checkpoint Security Software. It was an exciting and exhilarating journey into the playful and innovative world of gamification pioneers such as Farmville, Angry Birds, and BetterWorks. Creatively exploiting the convergence of trends catalyzed by the expansion of the internet, and by the fast pace of exponential technology development making gamification accessible to everyone.

Propelled further by people’s increasing desire to socialize and share ideas and knowledge across the globe. Coupled with their desire to learn and connect in a high-tech world, to be met in ways that also satisfied their aspirational, motivational, and recreational needs, as well as being playful and fun.

The whole notion of making gamification accessible to corporate learning simmered in my mind, for the next ten years, and this is what I have since discovered.

Evolution of the gamification market

In 2012 Gartner predicted that – Gamification combined with other technologies and trends, gamification would cause major discontinuities in innovation, employee performance management, education, personal development, and customer engagement. Further claiming that by 2014, 80% of organizations will have gamified at least one area of their business.

It seems their prediction did not eventuate.

In their Gamification 2020 report, Gartner then predicted that gamification, combined with other emerging trends and technologies, will have a significant impact on:

  • Innovation
  • The design of employee performance
  • The globalization of higher education
  • The emergence of customer engagement platforms
  • Gamification of personal development.

It seems this prediction is now an idea whose time has come!

According to Mordor Intelligence – The global gamification market was valued at USD 10.19 million in 2020 and is expected to reach USD 38.42 million by 2026 and grow at a CAGR of 25.10% over the forecast period (2021 – 2026). The exponential growth in the number of smartphones and mobile devices has directly created a vast base for the gamification market.

This growth is also supported by the increasing recognition of making gamification accessible as a methodology to redesign human behavior, in order to induce innovation, productivity, or engagement.

Purpose of gamification

The initial purpose of gamification was to add game mechanics into non-game environments, such as a website, online communities, learning management systems, or business intranets to increase engagement and participation.

The initial goal of gamification was to engage with consumers, employees, and partners to inspire collaboration, sharing, and interaction.

Gamification and corporate learning

The last two years of the coronavirus pandemic caused many industries to deal with their audiences remotely and combined with an urgent need for having the right technologies and tools to:

  • Reach out to, and connect with, both their employees and customers, in new ways

Acknowledging the range of constraints and restrictions occurring globally we have an opportunity to couple these with the challenges, disconnectedness, isolation, and limitations of our remote and hybrid workplaces.

While many of us are seeking more freedom, fun, play, and adventure, yet, we are still mostly bound to our laptops, TVs, and kitchens, and locked up within the boundaries of our homes, local neighborhoods, and hometowns.

  • Expanding knowledge, mindsets, behaviors, and skills

At the same time, this period has also created incredible opportunities for expanding our knowledge, and developing new mindsets, behaviors, and skills!

In different ways to help teams and organizations adapt, innovate, and grow through gamification, which increases our adaptability to flow and flourish and drive transformation, within a constantly, exponentially changing, and disruptive workplace.

Benefits of a gamified approach

Companies that have focused on making gamification accessible within their learning programs are reaping the rewards, as recent studies revealed:

  • The use of mobile applications gamified individually or as a complement to an LMS or e-learning platform has been shown to improve employee productivity by 50% and commitment by 60%.
  • That 97% of employees over the age of 45 believe that gamification would help improve work.
  • That 85% of employees are willing to spend more time on training programs with gamified dynamics.

Gamification is finally at an inflection point

The shift from face-to-face and live events to online created an opening for improving the quality of coaching, learning, and training experiences in ways that align with the client’s or organization needs and strategic business goals.

Keeping people and teams connected, engaged, and motivated in the virtual and hybrid workplace for extended periods of time is a key factor in business success.

Atrivity is a platform that empowers employees and channels to learn, develop, and perform better through games have identified eight trends influencing the growth and adoption of gamification including:

  • Gamification for Digital Events are here to stay, people are time and resource-poor, and will more likely attend a digital event rather than invest time and resources in travelling.
  • Gamification for Millennials and gen-Z is their new normal, being a generation who have grown up with, and become habitually attuned to Facebook and Instagram.
  • The start of Virtual Reality and Augmented Reality is speeding up and offers new creative approaches.
  • Remote onboarding becomes standard as we all adapt to a globalized and diversified work environment.
  • Gamification helps to reduce hospital strains with emerging telehealth innovations.
  • Customization of, and access to contents allows us to visit museums, galleries, libraries virtually
  • Knowledge evaluation metrics have become common proactive through the use of app-based dashboards and scorecards that provide gamified reward and recognition processes
  • Gamification is an Enterprise “must-have” tactic to attract and retain talent.

Corporate learning is also finally at an inflection point

Innovative new organizations like Roundtable Learning focus on co-creating one-of-a-kind training programs that utilize innovative technologies, reflect the client’s brand, and show measurable business results by enhancing traditional corporate learning practices and embracing more interactive, engaging programs.

This is what ImagineNation™ is collaborating with Binnakle Serious Games to bring newness, creativity and play, experimentation, and learning in gamified ways to enable people and teams to innovate, by making gamification accessible to everyone!

We have integrated technology and co-created a range of blended learning solutions:

  • Digital and gamified learning experiences for groups and teams.
  • Playful and experiential learning activities that deliver deep learning outcomes.
  • Co-creation of customized or bespoke blended learning programs that deliver what they promise.

Making corporate learning accessible, affordable, and scalable

Our aim is to make corporate learning agile, by making gamification accessible, and scalable to everybody, across all time zones, modalities, geographies, and technologies.

Where people have time and space to unlearn, relearn, reskill and upskill by engaging in and interacting with both technology and people:

  • Understand and learn new innovative processes, concepts, principles, and techniques and feel that their new skills are valued.
  • Retreat, reflect and explore, discover and navigate new ways of being, thinking, and acting individually and collectively.
  • Question, challenge the status quo and experiment with new ideas, explore effective collaborative analytical, imaginative, aligned problem-solving and decision-making strategies.
  • Safely fail without punishment, make and learn from mistakes, to iterate and pivot creative ideas and innovative solutions that really matter.

To meet our client’s short- and long-term learning needs in terms of innovation focus or topic depth and breadth. Through enhancing teaming, teamwork, and collaboration, by offering products and tools that make gamification accessible to suit all peoples learning styles, time constraints, diverse technologies, and cost needs.

Who was I to know that it would take another ten years for making gamification accessible enough to reach a tipping point!

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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AI and Employee Engagement

Improving Productivity and Job Satisfaction

AI and Employee Engagement: Improving Productivity and Job Satisfaction

GUEST POST from Art Inteligencia

In today’s fast-paced work environment, employee engagement plays a crucial role in driving productivity and job satisfaction. With the rapid advancements in artificial intelligence (AI) technology, organizations have a unique opportunity to leverage AI tools to enhance employee engagement and create a more productive and fulfilling workplace.

Case Study 1: Chatbots as Virtual Mentors

One innovative way organizations are using AI to improve employee engagement is through the use of virtual chatbots as mentors. These chatbots are programmed to provide guidance, support, and feedback to employees in real time, helping them navigate challenges and develop their skills.

For example, a large tech company implemented a virtual mentor chatbot for its customer service team. The chatbot was programmed to provide on-the-job training, answer questions, and offer personalized feedback based on the employee’s performance. As a result, employees felt more supported and engaged in their roles, leading to an increase in productivity and job satisfaction.

Case Study 2: AI-Driven Performance Management

Another way AI is transforming employee engagement is through AI-driven performance management systems. These systems use algorithms and data analytics to provide real-time insights into employee performance, leading to more personalized feedback and development opportunities.

A leading financial services firm implemented an AI-driven performance management system that analyzed employee data, such as productivity metrics and feedback, to identify areas for improvement and growth. The system then provided targeted feedback and recommendations to help employees enhance their skills and performance.

As a result, employees felt more engaged and empowered to take ownership of their development, leading to higher levels of job satisfaction and productivity across the organization.


AI has the potential to revolutionize employee engagement by providing personalized support, feedback, and development opportunities. By leveraging AI tools like virtual mentors and performance management systems, organizations can create a more engaging and fulfilling workplace that drives productivity and job satisfaction. It is essential for organizations to embrace AI as a tool to enhance employee engagement and create a more productive and successful work environment.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Gamification in the Workplace

Using Game Elements to Boost Engagement and Creativity

Gamification in the Workplace: Using Game Elements to Boost Engagement and Creativity

GUEST POST from Chateau G Pato

In today’s fast-paced and competitive business environment, companies are constantly looking for innovative ways to engage and motivate their employees. One method that has gained popularity in recent years is gamification – the use of game elements and principles in non-game contexts to drive desired behaviors. By incorporating elements such as points, badges, leaderboards, and rewards into everyday tasks and processes, organizations can increase employee engagement, productivity, and creativity.

Case Study 1: Salesforce

One company that has successfully implemented gamification in the workplace is Salesforce. The global customer relationship management software company uses a gamified platform called “Trailhead” to train and motivate its employees. Trailhead allows employees to earn points, badges, and rewards for completing training modules and challenges, creating a sense of accomplishment and friendly competition among teams. As a result, employees are more invested in their learning and development, leading to increased productivity and retention.

Case Study 2: Microsoft

Another example of gamification in the workplace is Microsoft’s “The Ribbon Hero” game. Designed to help employees improve their skills in using Microsoft Office applications, the game challenges players to complete tasks and challenges within the programs, earning points and moving up levels as they progress. By making learning fun and interactive, Microsoft has seen a significant increase in employee engagement and proficiency with their software tools.


Incorporating gamification into the workplace can have numerous benefits for organizations, including increased employee engagement, motivation, and creativity. By tapping into employees’ natural desire for competition, recognition, and achievement, companies can create a more dynamic and fulfilling work environment. As technology continues to advance and the workforce becomes increasingly diverse and digital, gamification will play an essential role in driving innovation and success in the modern workplace.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pixabay

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The Role of Leadership in Nurturing Employee Creativity and Engagement

The Role of Leadership in Nurturing Employee Creativity and Engagement

GUEST POST from Art Inteligencia

In today’s dynamic business landscape, fostering employee creativity and engagement has emerged as a critical aspect of organizational success. Companies that prioritize these elements are often rewarded with higher levels of innovation, productivity, and overall employee satisfaction. However, achieving these outcomes can be challenging without effective leadership. This article delves into the pivotal role of leadership in nurturing employee creativity and engagement, highlighting two exceptional case study examples.

Case Study 1: Google’s 20% Time Policy

Google, renowned for its innovation and creativity, has developed an exceptional approach to nurturing employee creativity. Their ‘20% Time Policy’ is a prime example of leadership paving the way for employee autonomy and ingenuity. This policy allows employees to dedicate 20% of their work time to projects of personal interest, outside their regular job responsibilities.

Under this initiative, Google employees have brought game-changing products to life, including Gmail and Google Maps. By granting this freedom, leadership acknowledges that employee creativity often flourishes when they have the opportunity to explore and experiment beyond their daily tasks. This innovative policy not only showcases Google’s commitment to employee empowerment but also illustrates how leadership can proactively create a culture conducive to imaginative thinking and bold ventures.

Key Leadership Takeaway: Leaders should encourage and empower employees to devote time to passion projects, leveraging autonomy to fuel creativity and engagement.

Case Study 2: Pixar’s Collaborative Environment

Pixar, the animation giant behind beloved movies like Toy Story and Finding Nemo, stands out as a company that prioritizes employee engagement and creativity. Their emphasis on fostering a collaborative environment is a testament to effective leadership. At Pixar, leaders understand that the collective creativity of their diverse talent pool amplifies the quality of their storytelling.

One of the significant practices driving creativity at Pixar is the notion of the “Braintrust.” This forum brings together directors, producers, and other talented individuals to provide feedback and engage in brainstorming sessions. The Braintrust, led by visionary leaders like John Lasseter, creates an environment where candid discussions and constructive feedback are not only encouraged but expected. This enables the collective creative intelligence of the team to thrive, nurturing employee engagement and enhancing the quality of their productions.

Key Leadership Takeaway: By establishing platforms where open dialogue and feedback are embraced, leaders can unlock the full creative potential of their teams while fostering an engaged workforce.


Leadership plays a significant role in nurturing employee creativity and engagement within organizations. The case studies of Google’s 20% Time Policy and Pixar’s collaborative environment demonstrate just how effective leadership practices can set the stage for increased innovation, productivity, and employee satisfaction.

To cultivate a culture of creativity, leaders should empower employees to pursue passion projects, granting them autonomy over their work. Similarly, fostering a collaborative environment that promotes open dialogue and constructive feedback can unleash the collective intelligence of the team, resulting in innovative breakthroughs.

By actively embracing these leadership practices, organizations can unlock the full potential of their employees, leading to a thriving workforce and a wellspring of creativity that propels them to new heights of success.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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