Enspire Learning – Serious Gains from Serious Games: Solving Business Problems with Custom Games Page 3
This game, which will be released in February 2008, spreads awareness of what it is like tolive under and oppose a hostile government and teaches which tactics are most likely to work.
Few wouldargue that teaching is the primary objective of the popular
games, but they can function as alesson in city planning. Teachers in Erving Elementary School in Massachusetts have used
to do just that.
Serious games aim to solve problems, such as social problems, business problems, and training problems. An effective serious game is tailored to solve a specific problem experienced by the game’s end players.The better the game is tailored to its end players, the more likely it is to have the desired effect on them.
A Business Problem
First impressions really do matter. Onboarding is a critical point in a new employee’s career. AuthorMichael Watkins contends that a new manager’s success is dependent on their performance during thefirst 90 days on the job. If employees do not feel inducted into their company and its culture, they will not become loyal to it. Voluntary turnover rates in the professional and business services industries areparticularly high—usually between twenty and thirty percent. This rate has climbed in the past few years.
When the relationship between productivity and morale is considered, the potential costs of a pooronboarding experience become even more apparent. Employees who go through more extensiveonboarding programs, including those with cultural introductions to a company, tend to feel moreintegrated and happy in their jobs.
Dissatisfaction with a working community, or lack thereof, does not only affect new hires. Even long-timeemployees can feel disconnected from their companies. Such feelings can compound communicationproblems within a single department of a company as well as between multiple departments. This isespecially true if the more experienced employees, who set the standard for others, have negative feelingsabout their company. An employee simply not knowing key facts about the company is another danger of a poor onboardingprogram. Whether concerning high-level information such as company structure, culture, and vision, ormore specific data such as process or product training, employee ignorance decreases productivity.
Lamb, Gregory M. “Moving Beyond ‘Shoot ‘Em ‘Up.” The Christian Science Monitor. 22 Dec. 2005. 12 Nov2007<http://www.csmonitor.com/2005/1222/p14s03-stct.html>.
Lipinski, Michael. “Why Use Sim City 2000.” 1999. 10 Nov 2007<http://www.fi.edu/fellows/fellow3/apr99/ simcity2000/why.htm>.
Nobscot Corporation. “Historical Employee Turnover Rates.” Retention Management and Metrics. 15 Nov 2007 2005-2007<http://www.nobscot.com /survey/historical_turnover_rates.cfm>.
Wheeler, Kevin. “Five Tips to Ensure a World-class Onboarding Experience.” ERE.net
1 March 2006. 12 Nov2007 <http://www.ere.net/articles/db/261E432B48494606B5261C6744682BD7.asp>.