{"id":15672,"date":"2024-02-29T08:38:23","date_gmt":"2024-02-29T08:38:23","guid":{"rendered":"https:\/\/trainingcentral.co.in\/portal\/?p=15672"},"modified":"2025-09-17T11:59:29","modified_gmt":"2025-09-17T06:29:29","slug":"gamification-implementation-in-corporates-a-case-based-approach","status":"publish","type":"post","link":"https:\/\/trainingcentral.co.in\/portal\/gamification-implementation-in-corporates-a-case-based-approach\/","title":{"rendered":"Gamification Implementation in Corporates \u2013 A case-based approach"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t

<\/p>\n

Things were getting a bit heated in the meeting at the corporate office of the bank. Jai, Head-Audit and Smita, Head-Operations were at loggerheads over the Annual Internal Audit Report that Jai had prepared. Also attending was Arun, Head-HR and a veteran at the Bank. The crux of the discussion were the various non-compliances and observations that Jai\u2019s team had presented for many of the branches. The bank is a mid-sized bank with around 100 branches, pre-dominantly in western India.<\/em><\/p>\n

\u2018But we meticulously issue Circulars based on the Central Bank\u2019s notifications and ensure that the Branch Managers are attuned to them. I personally have weekly calls with BMs and Ops Managers to ensure there is no gap in their understanding.\u2019 voiced a visibly agitated Smita. <\/em><\/p>\n

\u2018But that doesn\u2019t seem to be evident in the many non-compliances and observations we are coming across at branches. Some of these are serious and may put us on the wrong side of the statutory audits. The circulars are not being followed by front-line employees. And these are our customer touchpoints!\u2019, said Jai.<\/em><\/p>\n

The Audit Report showed lacunae in the regulatory compliance at branches. With the bank planning to expand its branch network, the MD was worried that new branches would also showcase similar process gaps. Major recruitment and expansion were to be rolled out shortly. The MD had requested Arun to participate in the meeting. \u2018Arun, we cannot grow our bank with poor compliance in existing branches. The seniors in existing branches will be due to be transferred to proposed new branches. This would be a risk to our reputation if compliance gaps spread. Please do whatever is required to mitigate this risk.\u2019<\/em><\/p>\n

<\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t

Back in the meeting, Arun asked both colleagues to take it easy and turned towards Jai. \u2018Jai, what is your sense of why so many gaps exist in the compliance? What is your audit team reporting to you?\u2019. Jai referred to his notes and said, \u2018Sir, it is not just my team.\u00a0 I too have participated in the audits of some of the larger branches. We do agree that there is an active communication between HO and the Branch seniors. But BMs and Ops Managers are too tied up to train juniors and mentor them. Not only that, with recruitment already picking up, newer recruits are not trained in the compliance concepts.\u2019.<\/em><\/p>\n

Arun went through the Audit Report and got worried about some of the NCs[1]<\/strong><\/a>\u00a0listed. He was pensive. This was surely not calling for a quick fix. It was critical to make following of processes, documentation and instructions as part of the bank DNA. Employees need to appreciate the importance of regulations, guidelines and compliances. Compliance has to be ingrained in every interaction and task for each employee. He recalled the discussion he had with his MD about building a\u00a0Compliance Culture<\/strong>\u00a0in the Bank.<\/em><\/p>\n

His thoughts veered towards an interesting conversation he had with Vikram, a friend and a professional in the HR Best Practices. \u2018Train! Train! Train! An organisation in any highly regulated industry has to focus on training their employees. And there new methods to do this cost-effectively, just that they need to be administered well for effectiveness. Online learning is one such cost-saver. Arun, the whole approach to online learning seems to have been taken up with the intent of cost-reduction and convenience. That\u2019s a wrong advantage to gun for. Technology-based learning offers an excellent means of building a knowledge base, an asset distributed across employees.\u2019 Arun was amused. \u2018Vikram, all I have heard about e-learning is the frustration of my HR executives that they have to follow up, threaten, cajole, request, beg employees to complete their courses. How will this be any different?\u2019.<\/em><\/p>\n

\u2019That\u2019s where basic human behaviour comes in. The trick is to include extrinsic and intrinsic motivators that can make the learning process more engaging. We forget the basics – that we grew up learning through the games <\/b>we played. What if I gave you a program which covers ALL your employees, gets them to go through training courses, gets them to share valuable experiences and above all, get the employees all excited<\/b>\u00a0about\u00a0it?! Going through the training courses will increase skill, sharing of experience will build your knowledge base and you will be able to achieve a strategic objective for your Bank.\u00a0Gamification binds all these elements and delivers fantastically!<\/strong>\u2019<\/em><\/p>\n

Arun resolved to reach out to Vikram and check if he could assist his bank in reaching this goal of Compliance Culture<\/b>!<\/em><\/p>\n

Gamification has been interpreted differently by various learning professionals and offered in different forms by gamification companies. Some implement it by creating e-learning courses with elements of popular graphic games like snakes and ladders, crossword, obstacle race, etc., with points awarded as the learner advances in the game. Other build courses with objective tests, with points won depicted through leaderboards, badges and other functionality to enthuse quick scorers or high scorers amongst learners. However, the outcome of such exercises are more operational than strategic. This is just scratching the surface of a phenomenon with powerful transformational capabilities – Gamification<\/b>.<\/span><\/p>\n

GAMIFICATION<\/b><\/span><\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t

Gamification is the use of game elements of learner engagement and inter-learner competition to ensure that a goal or objective is achieved. Gamification in corporate training is about using motivators to make learning more participative and result-oriented.\u00a0<\/span><\/p>\n