Employees Play the Games, Microsoft Wins
Last month I had the tremendous opportunity to work with a new Association, the AACSB. I was invited and proudly delivered my “Leading the Next Generation Keynote on the last day in Phoenix. AACSB stands for: The Association to Advance Collegiate Schools of Business.
Now before I even begin, I can hear those of you familiar with my non-traditional, some might even say eclectic undergraduate experiences (3 different schools undergrad) before my Kent State MBA, snickering in the background and questioning the results of background checks on Keynote Speakers. OK, if the truth be known, I was a little surprised about the call as well. Incidentally they are a wonderful group.
I was truly looking forward to the opportunity to share with this non-corporate audience my research and experience with Gen X and Gen Y employees. And how successful organizations recognize some of their unique characteristics and slightly tweak their traditional management paradigms to increase productivity and reduce costly turnover.
I was prepared to document the key issue of Trust with Today’s Employees, and how the lack of trust in Leadership necessitates that companies today need to focus on engagement and involve their employees in Mission-centric Cultures as a vehicle to increase productivity even in difficult times. I had my stories ready on “Feeding the Growth” (Employee Development as a Tool) with training and Positive Reinforcement. I was ready.
As is my custom, I arrived a little early to hear the other Speakers and attend some of the Breakouts. I had no clue what I was about to hear. On the Platform was Ross Smith from Microsoft sharing their experiences in engaging their Gen Y, Gen X employees with a new technique for troubleshooting products. Video Games.
Not only did I find Ross intuitive and engaging, not to mention a walking fashion statement of a Manager. But someone who gets it. A manager who does not fight the new wave of employee idiosyncrasies, but rather creatively takes the characteristics and as a progressive leader uses them to his advantage. At this point, I need to publicly apologize to Ross for messing up the specific details…but according to my memory and understanding,
In a nutshell, Ross built a case citing mind-boggling statistics regarding the use of video games but younger employees; he even described how many hours we lose every year to employees playing Solitaire at work. And then magic.
Ross runs a team of employees conducting tests and security test on Microsoft systems and products. Ross has his teams playing video games that are really product applications. The recognition and reward was a simple wristband that had to cost over two or three cents apiece. The displayed wristbands quickly became an internal status symbol thereby becoming an inherent part of the culture. Sound familiar? Keep reading.
Understand the quick response expected by today’s employees, there is instant gratification in each game. The games ran every two weeks, so if one did not do so great at a video game, “no problem” a new game is about to begin. Scores from employees atop the Leader Board were updated in Real-Time. And by the way the activity is voluntary, well, unless you do not want to fit in.
Solutions came quickly, and turnover in his group disappeared. A simple idea that was Mission-Centric, All Inclusive, A Part of the Culture, Rapid Gratification or Feedback and Positive Reinforcement. If only I could take some of the credit, but he spoke a full 24 hrs before me…
But out of all this, I met a cool guy that gets it… Now I am not necessarily suggesting video games for all of you, but understand that the core values of employees have changed. It does not take a lot of money on your part, just a little creativity. Think about change…
Add your content here