The “employee engagement funnel” may sound like some sort of human resources torture device, but in reality it’s the metaphorical process that companies must urge employees through to attain high employee engagement. It goes something like this: employees enter the funnel by being offered increased awareness in the form of knowledge and training. They begin engaging by actually performing new tasks (or existing tasks in a new way), they proceed to leadership by encouraging and helping others, and finally, they emerge from the funnel as ambassadors who bring others into the employee engagement funnel. It’s a way to help employees achieve corporate goals by aligning their own personal goals with them and making the connection.
As with many organizational goals, however, it’s far easier said than done. In a recent opinion piece, Gal Rimon, founder and CEO of GamEffective, offered some tips for encouraging employees into the funnel.
At the first step, the awareness level, it may help to customize the process for different employees or different departments. After all, marketing, sales and the contact center are all going to have different approaches to employee engagement.
“Sometimes segmenting employees into audiences does the trick – which is the employee audience that would most benefit from the knowledge?” Rimon wrote. “It also allows the organization to tailor different messages to employees: solution engineers, sales people and integration experts.”
For the second step, onboarding, Rimon recommended a gamified approach, structuring the process in a way that more resembles a video game. Employees can compete in teams or individually and earn points, badges or real-world perks for success.
“Gamification should take center stage in driving the employee engagement funnel,” he said. “Gamification is going through a process that is making it richer and better suited to make sustainable change in enterprises. This new era of enterprise gamification goes beyond badges and leaderboards and using compelling game mechanics such as narratives.”
From here, the company will need to get creative to transition the employee from abstract knowledge to real-world scenarios, a trademark of the engagement step. Once the employee makes that connection – and it may involve an emotional transformation for the employee – they can be rewarded for their leadership and ambassadorship efforts through more gamification techniques. The results, wrote Rimon, are worth the effort.
Rather than simply providing employees with information about new product offerings or attempting to foster engagement in a vacuum, the engagement funnel, combined with a gamified approach, can effectively change the corporate culture for the better.