Beyond the hype: is gamification truly beneficial for HR?

Written by Isabelle Krause, Head of HR & Culture at Körber Digital 

Gamification has been a buzzword in HR for quite some time now. The idea of integrating game-like elements into processes such as recruitment, learning and development, and performance management sounds promising. But, beyond the hype, does gamification in HR truly deliver value?

As someone who has worked in human resources for over 10 years, I have had the opportunity to explore different HR processes, strategies, and tools—including gamification. While it certainly has potential, its effectiveness depends on several factors, including workplace culture, employee engagement, and the way it is implemented.

From my experience and reflections, I see great potential for gamification in:

Training and development – Interactive learning experiences, like leaderboards, badges, and challenges can increase engagement and team performance. Employees often find it more motivating to upskill when there is an element of competition or reward. Research shows that game mechanics can improve retention rates by making learning more dynamic and less passive. However, the key is to ensure that the learning journey remains relevant and personalized, rather than just adding superficial gamification elements. This is why a reliable gamification tool is also imperative for effective results.

Onboarding processes – A gamified approach to onboarding can make the process more engaging and encourage employees integrate faster into a new team. Interactive elements like missions, point systems, and achievement badges can replace traditional, paperwork-heavy onboarding, making the process more captivating and efficient. Introducing gamification in onboarding, training, and surveys could significantly boost participation rates and engage employees. Many companies that have implemented gamified approaches report that team members feel more connected and involved from day one, ultimately contributing to long-term retention.

Employee engagement survey and team motivation – We’ve observed that when managers learn that other teams have higher participation rates, they are more likely to encourage their own teams to engage more. This presents a strong opportunity to enhance motivation and participation through engaging strategies. Additionally, feedback mechanisms like progress tracking dashboards or peer recognition systems can boost engagement by giving employees a sense of achievement and progress.

Despite its advantages, I recognize potential challenges:

Lack of authentic engagement – If gamification is introduced without genuine cultural alignment, it can feel forced and even disengage employees. Not everyone enjoys competition, and some may feel pressured rather than motivated. It is important to provide different engagement pathways, such as collaboration-based challenges, rather than just leaderboards ranking individual performance.

Superficial implementation – Simply adding points or badges to a process without a well-thought-out strategy does not drive real change, nor increase employee engagement. The key is to ensure that gamification aligns with broader HR and business goals. Companies that have implemented gamification purely for novelty often experience a rapid decline in engagement after the initial excitement wears off. Sustainable gamification should integrate with intrinsic motivators, such as learning, mastery, and recognition.

Balancing competition and collaboration – I believe there will always be employees who do not enjoy competition and may even feel demotivated by it. To address this, it might be more effective – especially at the beginning – to create competition at the group or team level rather than on an individual basis. This way, no single person is left behind. Additionally, HR should carefully design gamification models that encourage teamwork rather than fostering an overly competitive environment that might discourage collaboration.

One of the most critical aspects of gamification is determining whether it is delivering real results. Without a clear framework for measurement, gamification risks becoming just another HR trend that fades away. To assess effectiveness, organizations should consider:

• Participation rates – Are more employees engaging with HR initiatives compared to before gamification was introduced?
• Employee feedback – Conduct surveys or interviews to check how employees perceive the gamified elements.
• Retention and performance metrics – Has gamification contributed to higher retention rates, faster onboarding, or improved learning outcomes?
• Sustainability over time – Is engagement sustained beyond the initial rollout, or does participation drop once the novelty wears off?

Tracking these metrics allows HR teams to fine-tune gamification strategies, ensuring they align with broader organizational goals.

Gamification can be a powerful tool, but it is not a one-size-fits-all solution. It should be used strategically, with a clear understanding of employees’ needs and company objectives. From my perspective, especially in remote work environments, gamification has the potential to foster employee engagement and bring a sense of playful ease back into the job. However, for it to be truly beneficial, organizations must carefully design their approach, continuously measure impact, and be willing to adapt as needed.

As HR professionals, we need to ask: are we using gamification as a meaningful engagement strategy, or are we simply adding game mechanics for the sake of novelty? The answer to this question will determine whether gamification becomes a lasting part of modern HR or fades into another short-lived trend.

What are your experiences with gamification in HR? Have you seen it succeed or fail in your organization? Let’s discuss!

About Isabelle Krause

Isabelle Krause is an experienced HR professional and Head of HR & Culture at Körber Digital. Passionate about empowering leadership, driving change, and fostering growth, she takes a structured approach to developing teams and mentoring individuals. As a business coach, she champions New Work practices that drive adaptability and continuous learning. Her expertise spans employee relations, talent development, and organizational transformation.