“How can we motivate our team to push for even better performance?”
This question often surfaces in planning meetings, especially in large corporations. One method that sometimes comes up as a solution is gamification, a technique that introduces game-like structures to non-game environments, aiming to inspire participation and enthusiasm.
In this piece, I’ll go over my firsthand experiences with implementing gamification in the workplace, the lessons learned, and when and why it actually works.
In this piece, I’ll go over my firsthand experiences with implementing gamification in the workplace, the lessons learned, and when and why it actually works.
Understanding Gamification: What It Is and Who Can Benefit
In its simplest form, gamification is about taking elements we associate with games—such as points, badges, levels, or leaderboards—and using them in everyday work settings. The intention is to elevate motivation, encourage active engagement, and sometimes even instill a bit of fun, competitive spirit. But is this approach necessary, and if it is, who stands to gain the most?
Through my experiences, I’ve seen gamification work remarkably well in specific environments. If applied thoughtfully, it can indeed spark productivity and encourage employees to go the extra mile. For instance, when incentives or points are given for achieving particular tasks, it can lead to higher participation rates in activities like training sessions, team events, or strategy meetings.
Yet, a common trend I’ve observed is that after a few months, the excitement dwindles. This is often because the novelty effect wears off, and gamification starts to feel less like a boost and more like a routine.
Gamification’s Challenges in Creative or Complex Roles
When gamification is applied to roles involving more subjective or complex work, the results are less consistent. Here’s an example: a company I worked with introduced a point system where employees could earn badges and rewards for closing tasks. The aim was to promote productivity by offering rewards employees could redeem for various perks. At first, the idea seemed promising—until the complaints began to roll in.
A month into the program, one employee pointed out that while he had wrapped up fewer tasks, each one was significantly more challenging. Meanwhile, a colleague who had completed a greater number of simpler tasks had earned higher rewards. Instead of building morale, the program stirred frustration and led to arguments about fairness and value.
When tasks differ in complexity and time commitment, a points-based approach can feel arbitrary and unfair. If I’ve learned anything here, it’s that evaluating creative work or complex projects through a one-size-fits-all metric doesn’t work.
Gamification needs clear-cut, measurable goals to be effective. Creative fields such as design, development, and content creation often involve projects that are difficult to measure in terms of output alone.
A designer crafting a detailed brand concept, for example, shouldn’t be assessed by the same criteria as a customer service rep logging quick calls. Applying gamification in these settings risks causing more harm than good.
Structured Roles with Clear Metrics: Where Gamification Excels
However, I’ve seen gamification thrive in structured roles that rely on measurable outcomes. Sales teams are a great example. Their tasks usually follow a predictable process: connecting with clients, addressing concerns, making offers, and closing deals. Since their work can be tracked using straightforward metrics (such as the number of deals closed and total sales), gamification can drive real, visible results here.
In one instance, I helped run a gamified competition among sales departments. We posted a live leaderboard on the company’s website, updating it daily to show each team’s progress. By the second month, the competitive energy was so high that employees from other departments even started placing small bets on the outcomes. Sales reps got a thrill from seeing their efforts displayed and had an extra reason to perform.
What makes gamification work here is its alignment with the nature of the job. When results are tangible and measurable, gamification elements like leaderboards, points, and rewards can be incredibly effective. This approach gives structure to motivation, creating a fun and goal-oriented environment.
Gamification for Team Spirit in Creative or Less Structured Roles
Does this mean gamification has no place in creative or complex roles? Not quite. It’s just that its focus should shift from individual productivity to team cohesion and morale. Gamification can help develop strong team bonds, increase employee engagement, and create a more unified workforce. This approach is especially effective for remote teams, where it’s easy for employees to feel isolated from one another.
In these settings, gamification isn’t about productivity but rather about creating a supportive, social environment. For instance, interest-based or professional groups within the company can be a great way to start. Each group could run its own challenges or projects that encourage cross-functional collaboration.
You could create a group for designers, one for developers, or even one for personal interests like cooking or gaming. When employees are encouraged to form and join these communities, gamification takes on a social function that helps them feel connected to the team.
Building a sense of community helps create an environment that people want to be a part of. Employees gain an intrinsic motivation to do well because they feel part of something meaningful. This social aspect can be more powerful than points or badges.
Final Thoughts on Gamification in the Workplace
In my experience, gamification is neither a magic bullet nor a useless gimmick; its effectiveness depends entirely on how, when, and where it’s used. When done right, gamification has the power to make work more engaging and dynamic.
But without careful consideration, it risks fostering resentment and frustration. It’s most effective when applied to tasks with measurable goals and less useful in roles that require creative, thoughtful output.
But without careful consideration, it risks fostering resentment and frustration. It’s most effective when applied to tasks with measurable goals and less useful in roles that require creative, thoughtful output.
In summary, I’m generally supportive of gamification in the workplace but with reservations. In structured settings, it can yield fantastic results, motivating employees to work hard and stay engaged.
However, when applied thoughtlessly - especially in creative roles or roles with varying complexity - it can do more harm than good.
Rather than trying to gamify every aspect of work, companies should focus on making the workplace an enjoyable, motivating environment where employees feel valued and connected.
In doing so, they’re likely to see genuine motivation and commitment without needing to rely solely on game mechanics.
I also recommend you to read related articles about team motivation - we share our experience and knowledge:
No Money, No Problem: 10 Ways to Motivate Your Team
The Motivation Matrix: Exploring What Drives You and Your Team
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In this article we undercover the hidden reasons of issues with Team Performance and Inability to hire right talents - The Real Reasons Projects Stall - and How Better HR, Planning, and Communication Can Fix Them
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Our approach combines fast access to specialized knowledge with a fresh, external perspective on engagement and retention, ensuring businesses get the right support without a full-time hire.
We are happy to help you with Talent Acquisition and HR tasks, please contact me, Olga Fedoseeva, Founder at UnitiQ, directly:
My Telegram
My LinkedIn