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WP7 Integration in Corporate Training

WP7 Integration in Corporate Training. Johann Riedel UNOTT Nottingham University Business School. Outline. WP7 Objectives Stakeholders WP7 Tasks & Timeline WP7 Activities WP7 Partners & Contribution D7.1 Table of Contents SG Integration in Companies State of the Art

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WP7 Integration in Corporate Training

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  1. WP7 Integration in Corporate Training Johann Riedel UNOTTNottingham University Business School

  2. Outline WP7 Objectives Stakeholders WP7 Tasks & Timeline WP7 Activities WP7 Partners & Contribution D7.1 Table of Contents SG Integration in Companies State of the Art Business & Industry Taxonomy SG Awareness & Adoption in companies Next Steps

  3. WP7 Objectives Investigate how best to integrate different kinds of SGs and SVWs into corporate training processes Elicit requirements from end-users and corporate training stakeholders Collect, systemize and structure empirical data in order to build metrics Elaborate methodologies for non-intrusive integration of SGs and SVWs in to existing training contexts Gather and nurture a community of corporate users and stakeholders that are interested in studying, assessing and promoting the adoption of SGs.

  4. Key Stakeholders Issues and Needs SG Developer Needs EU Needs Enterprise Needs Academia Needs • Proof of effectiveness • Patterns of Gameplay • Observatory - Technologies and Trends • Pedagogical Practice • Trained Workforce • Market awareness • Promotion and branding • Competitive Workforce • Successful Education • Sustainable Training • Innovative & Sustainable Industry • Policy Making • Competitive Workforce • Cost Effective training • Proof of effectiveness • Pedagogical Practice • Rapid Competence Development (reduced time to competence) • Generation Y • World Class Research • Cohere European Research • Common Research Strategy • Engagement & Interchange with Industry GALA

  5. WP7 Tasks & Timeline • T7.1 Corporate user and training stakeholder requirements (CEDEP) • T7.2 Metrics for SG in corporate training (Cyntelix) • T7.3 Integration methodologies for corporate training (UNOTT) • T7.4 Community of corporate users (NURC) • D7.1 D7.2 D7.3 D7.4

  6. WP7 Activities

  7. WP7 Participants & Contribution • SoA • UNOTT, BIBA, HWU, POLIMI • Taxonomy • UNOTT, CEDEP, ETH, HWU, ESADE • Metrics • Cyntelix, MAN, UNOTT, CEDEP, UWS • Integration & Adoption Research • UNOTT, CEDEP, AAU, AALTO • Integration Case Studies • UNOTT, CEDEP, AAU, Playgen, SGI, ESADE, • ATOS • Community Building • NURC, UNOTT, BIBA, CEDEP, Playgen, SGI

  8. D7.1 Integration in Companies ToC

  9. SG Integration in Companies NEW NEW

  10. Viral Diffusion – ABN Amro Case • Innovative use/ diffusion of SGs in a company • Not just used as part of the corporate training curriculum • ‘Tournament’ day organised • Collocated in same room • Voluntary • High participation • High engagement

  11. SoA Classification of Games – Simulation Level

  12. Riedel, J; & Baalsrud Hauge, J. (2011) State of the Art of Serious Gaming for Business and Industry, In: Thoben, K-D; Stich, V. & Imtiaz, A. (Eds) Proceedings of the 17th International Conference on Concurrent Enterprising, 20-22 June 2011, Aachen, Germany, Centre for Operations Management (FIR), RWTH Aachen, Aachen. ISBN 978-3-943024-04-3.

  13. SG State of the Art - Analysis

  14. SG Adoption Serious Games show good potential for corporate training We suspect low adoption of SGs in corporate training Expect low (50% at best) awareness of SGs Why haven’t they been adopted as widely as one would expect? What are the barriers? How do we, as SG researchers and developers, overcome the barriers?

  15. Building Critical Mass - Virtuous Circle Strategy Industry Associations Professional bodies Industry media Conferences Consultants Publishers Training Providers Consultants

  16. SG Adoption Research TAM – Technology Acceptance Model

  17. Survey on Corporate Training & Serious Games To improve research and development of future serious games, better targeted at industrial training needs Targeted at the corporate training sector To assess the level of awareness of serious games To assess the level of adoption/use of serious games To assess the usage areas and perceived benefits To assess the barriers to adoption Initial pilot in UK (June-July) Roll out to European countries Baalsrud Hauge, J. Riedel, JCKH; & Azadegan, A. (2011) Identifying the Baseline for Serious Games in Corporate Training, In: Smeds, R. (Ed.) Co-Designing Serious Games: Proceedings of the 15th Workshop of the Special Interest Group on Experimental Interactive Learning in Industrial Management of the IFIP Working Group 5.7 in collaboration with the EU Network of Excellence Gala, 5-7 June 2011, Espoo/Helsinki, Finland. Aalto University Science + Technology series publication 10/2011, Helsinki, pp1-9. ISBN 978 952 60 41537

  18. Survey Responses • Sample of 300 UK companies: • the 100 best companies to work for • the 100 most profitable companies • the 100 fastest growing technology companies • These lists complied by a leading UK newspaper (The Times). • Postal questionnaire • 11 companies responded with fully completed survey • Response rate 3%. • This is lower than expected for a postal survey (10%). • Results need careful interpretation. • However, there are some useful insights...

  19. SG Awareness & Adoption • 36% Aware of SGs • < 10% Using SGs • 40% Early Adopter & First Follower • – Positive Result • 60% Slow Adopters of SGs

  20. Adoption S-curve: RFID & SGs Diffusion (%) SGs 40% RFID SGs 10% 2011

  21. Training Methods • Classroom 60% • Role Play 45% • Simulation 55% • Business Games 30% • -> Promising for SGs Phone follow-up interviews (number of companies)

  22. SGs for Hard & Soft Skills Training SGs for Soft Skills SGs for Hard Skills

  23. SGs Perceived Benefits Top three: • Become more efficient 40% • Improve staff competence 36% • More flexible company 30% Last 3: • Reduce Training Costs 15% • Reduce space needs 12% • Reduce cost facilities 9%

  24. WP7 Next Steps • To carry out follow-up interviews with survey respondents • To carry out the SG survey in several European countries • To run the survey with relevant associations • eg. European Chief Learning Officers Association • To do case studies on ‘best practice’ serious games integration • 4 identified • Continue SoA and Taxonomy with WP1, SIGs 1 & 2 - M18 • Continue Metrics - TC2.6 Assessment & T1.2 Metrics – M15

  25. WP7 Community Building • Attend “Games for Brands” Playgen Industry event on Gamification, London, 27 October 2011 • Online Educa, Panel Session, 2 Dec 2011, Berlin (& WP9) • ‘Game Over’? What hampers a major uptake of Serious Games • Audience Participation – Red & Green Cards: • question voting, question proposition sheet, • Comments, SG questionnaire – 7 returned • Develop “Games for Business” subsite on GaLA website • Business friendly content, vendor independent, • Integration case studies, videos/examples • ‘catalogue’ of good games

  26. OEB 2011 Newsletter - SG Article Simon Egenfeldt-Nelson Front page article

  27. OEB 2011 SG Panel

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