If you work for a company of practically of any size and in any industry, it is quite a certainty that you will be expected to read and follow a considerable number of workplace policies (or management decrees). Many of those policies will have a very good reason to be in existence. It could be because there are legal requirements that staff must meet in their job, or simply because they reflect good common sense and best practices.
However, with the rare exception, most of these policies are written in the most tedious and unfriendly language possible. The result often is that staff can remain woefully unaware of key aspects of their role and unprepared to take the correct actions when the time comes. Staff regularly see these policies as something negative, restrictive and, even, something that needs to be actively opposed.
So, what do we often do, as managers, when we realise that a policy is not working? We rewrite it making exactly the same mistakes and we demand that all staff “read & understand” the policy. Surely, we are all aware the this is quite likely a pointless exercise doomed to failure and wasting valuable time (ours and our staff).
So, what can we do?
The Gamification of the Workplace