Project Details
What I've done in the project
Client details
Understanding the company
About
Banco Pan is a traditional Brazilian bank that was undergoing a cultural transformation after being acquired by another bank in 2011.
To support this cultural transition, the People team needed more active and engaged leadership. They aimed to give visibility to important and expected behaviors and provide resources for leadership development.
Design Challenge
Developing a gamified development system for the leadership of Banco Pan using a user-centered design approach.
Research
Key Observations
Asking the right questions
Research Goals
Before the research starts, we made an effort to plan and understand the research goals, which company information we would need to collect, and which research tools and techniques we could use.
How did the current leadership evaluation process work in the bank?
What were the expectations from Pan's leadership?
What was changing in the Pan's culture.
Would leaders accept this new evaluation process?
What kind of leaders did the company have?
Which systems and services didi the company use for this process?
User Research
We ran some alignment workshop sessions with the main project stakeholders to understand the company’s expectations of the leadership.
In Addition, we made in-depth interviews with 10 leaders to understand their pain points and needs regarding the evaluation process.
Based on the gathered information, we identified some leadership profiles, which we used to create personas that give their vision and opinion on the bank's evaluation process. This was a strategic delivery to enable the Bank's HR team to have guidance for future actions.
We used the Octalysis framework, developed by Yu-Kai Chou, to map the users' motivation and apply gamification techniques. It analyzes and creates gamified systems, reflecting the different human motivations.
The four upper points represent tactics that appeal to rewards and satisfaction, while the four lower points deal with loss and anxiety.
The points on the right emphasize intrinsic motivators, while the ones on the left emphasize extrinsic motivators.
The Activist
Motivation drivers
Feeling like being part of something greater
Engaging in the process of building innovation
Autonomy in decision-making
Feeling fulfilled
Novelty
Sharing knowledge
Interaction with others
The Supportive
Motivation drivers
Visualizing your progress
Predictability
Feeling valued
Security and stability
Public recognition
The Hardworker
Motivation drivers
Autonomy in decision-making
Visualizing your progress
Seeing that you are being valued
Visualizing your impact
The Expert
Motivation drivers
Feeling recognized at work
Visualizing your progress
Realizing that you have an impact on the business
Understanding that you can achieve your goals
The Octalysis on the side represents the result of the evaluation we conducted on the mapped player profiles, their motivations, and how these profiles tend to relate to each of the drives in the model, overlaying each of the Octalysis diagrams presented in the previous slides.
As a result, we can observe that the motivations of the profiles mapped during the Research process have a strong relationship with rewards and satisfaction.
Solution
Ideation
We conducted an Ideation workshop session to think about gamification techniques for each user profile.
In addition, we ideate user journeys for the development program.
Process Initiation
At the beginning of the process, all bank employees receive a pop-up notification on the program's platform, informing them that the evaluation process is about to begin. The program is pre-announced through a series of informative notices.
Evaluation
Employees respond to a survey on the platform with questions about expected leadership behaviors. Simultaneously, the HR team measures performance metrics for the leaders and then uploads the data onto the platform.
Feedback
The final results are disclosed through badges, recognitions, and points, with the possibility for leaders to track their results through a personal dashboard. They can use this visual foundation to develop their skills together with the HR team. The constant feedback empowers the leader to create strategies for change in their career within the company.
Badge History
Each badge will have a visual history related to the outcome of each quarter. This way, the leader can monitor their continuous progress and be motivated to maintain their performance to preserve the progress made.
Program Settings
The program was designed to be adaptable and change according to the needs of the HR team.
Results
Understanding the company
We conducted a focus group with the group of leaders and presented the program. Then we asked if there were any problems or anything in the program that made them feel insecure. We received the following responses:
"I found the timing of the cycle positive, and the dynamics were interesting, clear, and visible."
"It would be beneficial to have more visual communication."
"It would be interesting to allow people from other teams to participate in the evaluations as well."
We ran a mock leadership evaluation cycle for a small group of employees, and then asked about the clarity of the questions, the proposed evaluation model, and the response time. Some responses we received:
"The response time was calm and appropriate, making it feasible to fit into the work routine."
”I missed questions related to leadership feedback and the impact it has on my self-development.”
“In my opinion, I believe my leader would change their behavior if she received these periodic feedbacks.”
”I found the model to be fair; it provides a comprehensive overview of leadership and has a good frequency.”
Take aways
Gamification techniques enhanced user experience and created user engagement in the process. Understanding users’ motivation drivers was crucial for the project’s success.
The leadership’s criticisms about the bank have impacted the project sponsor’s vision and engagement.
Company culture had a direct influence on the project’s impact. We needed to adapt and co-create with HR Team.
Bringing evidence of the process makes it easier for to clients understand its value.
