Focus Magazine - Fall 2013 - 43

VIRTUALHOW
as an “out-of-the-box” software-as-a-service
application layer.

FIGURE 4

MOST EFFECTIVE AREAS

Within the network, 58 percent of respondents
plan to use a designated platform that
provides points, badges, leaderboards and
rewards to motivate the learners. Another 23
percent are exploring this option. (Figure 2)
In order to design, develop and implement
gamification concepts, it is crucial to gain
leadership support and buy-in from the
business. Many organizations build a solid
business case prior to proceeding with a
specific solution. Currently, 70 percent of
respondents have implemented or are
planning to implement gamification concepts
into their learning solutions within the next 12
months. (Figure 3)

Value of Gamification
The application of gamification concepts tends
to work well with difficult subject matter that
may not in and of itself appear motivating or
“fun.” For example, complex medical content is
critical but may be considered dry or
unexciting from an engagement standpoint.
So it makes sense that 61 percent of network
respondents selected product and disease
state knowledge as a focus area for
gamification. (Figure 4)
One surprising finding is that survey
respondents most commonly use Gamification
in face-to-face training. (Figure 5) While
Gamification can be used in any training
delivery modality, it is primarily driven through
a custom application solution that leverages
multiple devices (laptop, tablet and
smartphone) to deliver status, points, badges
and other unique gaming data. This allows for
strong utilization capabilities for online
training solutions, both synchronous and
asynchronous. TGaS has found that
Gamification can be more effective as part of
an overarching tactic within a comprehensive
training continuum that encompasses an
entire program, as opposed to a one-off event.
If restricted to any one specific type of training
event, it can limit the impact.
Many organizations want to know what roles
will gain the most benefit through
gamification. From an industry perspective,
feedback centered on using gamification with
groups that are naturally competitive and
have a process that aligns well with a
gamification structure. Sales representatives
received the highest rating, primarily because
this category applies directly to a strong
business need, and the sales force
organizational structure is well suited to
gamification. (Figure 6) Sales representatives
are also naturally competitive and enjoy
rewards and recognition.
The majority (65 percent) of survey
respondents felt that patient/medical
education would also benefit from
gamification. This is largely driven by the
social component and wide level of acceptance
of both social networking and game-like
applications that are part of people’s lives
outside of work.

FOCUS | FALL 2013 | www.spbt.org

61%
35%
Product
Knowledge/
Disease
State

FIGURE 5

Selling
Skills

26%

23%

23%

Operations/
Business
Applications

Managed
Care

Compliance

USES BY MODALITY

68%
23%
Face-toface
Learning

FIGURE 6

23%

19%

13%

Online,
Custom
Online,
real
selfmobile
directed application time

Within
the LMS

26%
None

ROLES DERIVING GREATEST BENEFIT

Sales representative

4.0

First-line manager

3.2

AM/KAM

2.8

Second-line manager

2.8

Marketers

2.5

Gamification can offer many benefits to increase training effectiveness and knowledge
retention. Respondents report increasing
knowledge, skills and retention at the top of
the list. Team-building, problem-solving and
behavioral change also ranked very high. The
key finding is that gamification is a proven tool
for increasing learning and fostering the high
levels of engagement that ultimately drive
knowledge retention. (Figure 7)

Integrating gamification concepts into an
existing training solution has become much
easier over time, in large part due to the
increased number of “off-the-shelf” solutions
and vendor options for design, development
and implementation of gamification
frameworks. Change management/cultural
obstacles did not seem to be an issue. The
feedback suggested that typical project
barriers were still the main challenge, with

43
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Focus Magazine - Fall 2013

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