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The best worker recognition is information in a form that engages the largest number of employees. It is one strategy that will grow a business. In a world where, according to Gallup research, only 13% of workers are engaged – leaving behind billions in lost productivity, collective gamification solves five inside sales needs.

Individual incentives may motivate individual performance, but spreading the engagement across the workforce should broaden and deepen productivity. Collective gamification does not just multiply the awards; it strategically implements recognition to fully engage players and non-players alike.

Collective gamification solves five inside sales needs:

  • Recognition is a sign. Whether a badge, cash, or merchandise, awards acknowledge individual inside sales achievements. They also respect the performance and label the winners. But, without current metrics to report progress, awards come after the fact. They may pull worker interest, but they do not push performance.Collective gamification solves five inside sales needs
  • Rewards are singular. Awards recognize individual performance. But, unless they are communicated as a process, individual Inside Sales Reps lack a sense of connectivity and co-dependency. Their individual tracks role out horizontally when there would be more advantage in a collective dynamic. When more move forward with more interest, more will happen.
  • Feedback is lonely. If customer feedback is a metric, it usually appears one-on-one, customer commenting on one Inside Sales Rep, for example. When peers can offer feedback in real time, individual Sales Reps benefit in real time, too, because they have the information needed to self-correct, adapt, and continue improvement.
  • Collectivity is connectivity. When recognition is a mutual and shared experience, employee interest increases. Increased interest leads to engagement in the Inside Sales process and purpose. In this way, collective engagement connects sales strategy with business goals.
  • Engagement is productive. Employment engagement is evidence of psychological commitment to task and outcomes. Gallup finds 87% of worldwide workers are “not engaged” or “actively disengaged.” Unmotivated, they are “less likely to invest discretionary effort in organizational goals or outcomes.” When you consider that most engaged workers work in the United States, Canada, Australia/New Zealand, and Western Europe, you see the immediate link between collective engagement and economic advantage.

Gamification does not refer to the flat board games that ask you to move a piece along a path across a plane. Moves are determined by a throw of the dice or flick of a spinner. Sales gamification makes use of advances in digital gaming in which color, visuals, and movement invite and intrigue. Awards and recognition are built in, and the gaming system anticipates and tests player response.

Task-based technology would include processes like human resources administration, accounts payable and receivable, and other business operations. But, gamification is designed to please the players by making the work entertaining. To paraphrase gamification pioneer Yu-Kai Ohou,       it pushes us forward “in an inspiring and empowering way.”

Inside Sales tasks are unique among business processes, and the tasks and staff benefit from strategies that maximize gamification. Creating a strategic framework that informs all Inside Sales’ purpose and process develops a department where collective gamification solves five inside sales needs.

Collective gamification solves five inside sales needs Image courtesy of bplanet at FreeDigitalPhotos.net

Tomek Jordan

advisory board member at Repignite
Interested in Sales Performance Management, Sales Incentive Management.