To evaluate the potential of candidates, that goes beyond what is normally written on CVs, personnel selection managers are always looking for new approaches that allow to innovate the recruitment process. Many companies had to face, in these years, the challenges imposed by digital innovation and transformation, as the changes have also affected the HR sector, which has started to deal with new selection methods, such as recruitment Gamification.
In the selection process, the game was brought as a new element, able to help the recruiter in the correct evaluation of the candidates. The reason is simple: the game itself creates a more relaxed situation, that has nothing to do with the anxiety and stress of a traditional selection; the candidates are therefore freer to express themselves at their best, letting their real potential emerge.
Furthermore, such an innovative solution reinforces and expands the organization’s brand image, conveying an added value, perceivable to those who are working to find the right job offer, in the vast sea of work ads.
A NEW APPROACH POTENTIAL
"In the future, digital will be, more and more, the tool to advance applications, but it will always be essential to know how to value and show oneself in the right way, also through an intelligent and conscious use of social networks, often underestimated by the same youth, but instead very much considered in the selection process."
Giovanni Lo Storto, d. g. Luiss (Libera Università Internazionale degli Studi Sociali Guido Carl in Rome)
According to a research carried out by the American Institute of Analysis Gallup, getting in touch with millennials (those who were born between 1980 and 2000) is becoming, for enterprises, a need to be answered: in 2025, they will cover the 75% of the workforce worldwide, while today they have an employment rate of 28,9% (against the 32,9% of Generation X and baby boomers). The under 35s are very different from the previous generations, as they think and behave in an innovative way, living almost symbiotically with technological devices, and constantly bombarded by stimuli and multimedia contents.
A research, done by the University of Bradley (USA), has underlined how the “traditional” personnel selection presented recurring problematics, especially during the interview face-to-face: the candidates tend to prepare “packaged” answers to the interviewer’s classic questions; while many recruiters do not have the necessary skill to evaluate and judge the real skills of the aspirant.
And it is precisely here that Gamification comes into play: by integrating the recruitment process with tests, challenges and mini-games, it encourages the candidate to interact with the enterprise, as it virtually simulates the workplace; furthermore, in this manner, the recruiters are given objective and measurable parameters, which allow to value the candidates’ skills, as creativity and problem-solving. The game elements are particularly useful in the first phases of recruitment because, through gameplay, it is possible to outline a clear and detailed profile of the people, greatly facilitating the work of HR managers.
THE ADVANTAGES OF GAMIFICATION IN RECRUITMENT
• Selection is less tied to the mere evaluation of CVs (qualifications, technical skills, etc.), but is more oriented to test the concrete potential of candidates for the specific role, thus ensuring a more objective and reliable judgment;
• Entrust the first skimming to an automated platform, allows the company tangible savings, avoiding unnecessary efforts and expenses;
• Attract more candidates than traditional methods, allowing the company to examine an almost unlimited number of players, thus shortening the selection times;
• Winning the best talents presenting oneself with an innovative approach.
CASE STUDY - L'ORÉAL
Between 2010 and 2015, in India, L’Oréal has exploited Gamification for the recruitment of candidates for marketing-related, HR and sales positions. Their game “Reveal”, allowed the players to test the job and interact with avatars representing employees, leading them to have an idea of which sector would be the most suitable sector..
“The gamification instruments that we implemented ask for solutions to daily challenges. They help us to examine the analytic skills of the candidate in a way that could not be possible through the traditional recruitment methods. We strive to recruit the 20% of managerial executives through the game channels”, as told by Mohit James, L’Oréal India director of resources.
Results - “Reveal” was successfully launched worldwide in January 2010. The game has received many recognitions, as the National Graduate Recruitment Award of 2010, for the most innovative way of attracting graduates. In 2015, the game reached 120 thousand players all over the world.
CASE STUDY - PwC
In Hungary, PwC has established an objective: to further involve its candidate pool during the research process. Normally, the candidates spent less than 15 minutes in their career website, and the company was interested in reaching for the most eligible and qualified candidates. All of this led to the development and the launch of the game Multipoly, a virtual simulation that allow candidates to test their readiness in realistic work situations. Multipoly presents its users tasks to test the skills requested by PwC, like business team-building ability, digital skills and public relations.
Results - Noemi Biro, regional recruit manager of PwC Hungary, noted that the candidates who did play Multipoly were more prepared for face-to-face interviews, as “the game had pre-educated the candidates on the company, on its vision, its services and on the necessary expertise”.
Biro stated also that the new employees with an experience on Multipoly had found the onboarding process easier, as they already had experienced the company environment on the game. Overall, Multipoly increased the candidates’ number of 190%, and the 78% of those who tried the game were interested to a work experience in PwC.
Recruitment 4.0 represents a crucial challenge for companies. In the Anglo-Saxon world the number of companies that rely on algorithms to select personnel is growing: according to the data published on the Guardian, in the US the 72% of CVs is not examined by a recruiter in the flesh but by a software.
Ikea has recently announced that it will use Vera the robot to hire new employees. Launched in 2017 by a Russian startup, the robot is one of the first examples of artificial intelligence usage for large-scale HR. Vera is able to interview 1,500 possible candidates in a work day.
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