Contact center operations and gamification were meant for each other. Few other business environments bring so many people together to perform similar routines for a common set of business objectives with a similar set of pressures. Employee attendance, morale, disengagement, turnover, and overall performance are unique challenges for contact centers, in which wages and employee skill levels are often low (in many cases, due to very high turnover), and the work itself can be stressful and monotonous.
The business impact of the A-GAME gamification platform is an important aspect of its design. Participating organizations are able to track improvements in balanced scores and specific KPIs such as attendance, quality, retention, schedule adherence, utilization and sales/collections, as well as the range of customer experience metrics. Season 1 highlights included participation within a broad scope of industries, including utility, travel, BPO, consumer, receivables management, telco, cable and wireless. Performance impact was high posting 7-32% balanced score improvements. Agent surveys showed that 92% loved or enjoyed participating, and 75% were inspired by the game to perform their best.
Gamification’s impact on contact centers is easily validated. When adequately integrated with an organization’s performance management systems, measuring ROI and value on a year-over-year basis for each KPI and balanced score is a straightforward process. These analytics are often integrated within the higher-end contact center gamification platforms. And by providing organizations the ability to measure their success and improve future results, gamification will continue to have an enduring positive impact on customer and employee experience and loyalty.
A review of post-season analytics offered a wealth of information for organizations to carry forth in the “off-season.” Here are a few examples of results measured during the three peak months of the A-GAME season: