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Not Just Coins & Badges

While gamification sales were up, adoption was at a low. We found that many of our clients were interested in the features of our gamification packages (badges, coins, XP). However, call center administrators weren't adopting these new features.​ Our objective for this project was to redesign this experience for administrators, allowing them to more easily manage and implement gamification.

To comply with my non-disclosure agreement, I have omitted and obfuscated confidential information in this case study. All information in this case study is my own and does not necessarily reflect the views of Clearview


Alone we can do so little, together we can do so much

For this project, I worked on a team with two other developers, ux researchers and a product manager. While others helped with the discovery and validation cycles, I was the sole designer.


Putting together the pieces

Through in-person client interviews, ethnographic research, phone interviews, and feedback from customer service with administrators we found a common thread of issues.

  1. The product took a lot of training before agents could use it proficiently
  2. It wasn't obvious how administrators should use the tools provided
  3. Hard for clients to understand the concepts behind gamification
  4. Too many options and too complex to set up
  5. Administrators didn't have time to learn and implement gamification.
Research showed that administrators and supervisors didn't have a lot of time to focus on engaging agents. When it came to our product, they wanted a way to easily implement it in their company without having to put too much thought into what was required. They looked to us as the experts in the field of gamification.
extract insights

Solving for X & Y

We set to conceptualizing how we could simplify the user experience so that the product could retain the complexity needed, but also solve the issues represented in our research. For this problem, we organized a series of product meetings to define our roadmap. We brought together developers, sales representatives, marketing representatives, data scientists, product managers, UX researchers, and customer service representatives. The goal of this meeting was to bring as many people together as possible to devise a solution for our customers issues.

Borrowing from Jeff Goethelfs Lean UX principles, we conducted a design workshop to kick off our meetings. Here we created personas for our users, formulated assumptions to test, and prioritized which assumptions to validate.​We decided that transparency and simplicity was key when creating these new designs. We needed to create new pages for each of our personas that would provide clear windows into their status within gamification. Additionally, we would need to create "templates" or pre-determined games for our admins in order to minimize choice and simplify the on-boarding process.

ideate and Sketch

Picking up the pieces

With this in mind a member of the UX research team and I created user journey maps and user flows to identify how customers would become familiar with our product and ultimately drawn in to its features.

Gamification is a new concept and its purpose to our clientele can be vague at first. Therefore, we wanted to ease both administrators and agents into the these new features through our interface. We also discussed ways we could keep agents engaged long-term. This involved including features such as XP, variable rewards and social elements that would instill a sense of community and self-mastery and keep agents coming back for more discovery. For this aspect of the design process we pulled from Yu Kai Chou's Octalysis framework and Nir Eyal's hooked method. Implementing from their ideas on building products that engage users and create value for their customers.

Design and Feedback

Picking up the pieces

After this initial research and discovery. We had our first plan, we would create prototypes of our ideas and validate them with our users to gain insight on how they would be received by customers.

Because our gamification package is relatively new, many of our clients have not adopted it. This gave us a great opportunity to validate our decisions. Most of our customers were new to gamification and were excited to provide feedback. We identified which of our clients had taken the time to learn the current system and set up appointments with them. We talked to them during client visits and through phone interviews, collecting their feedback on our designs. These clients were mostly happy and excited for the changes. They had all experienced similar difficulties in learning and understanding gamification and appreciated the more simple interfaces. Additionally, because they were so involved in implementing gamification they had valuable ideas on how we could better integrate our tools within their call centers. Another way we validated our approach and direction was in interviews with existing clients who were interested in gamification but had not yet purchased our package, or implemented it in their company. We identified with them what they would like to see done with gamification, what they are already doing in their company that is similar and what they liked/didn't like about the current gamification software.

next steps

It's only the first step

What you see here is only the start of our gamification overhaul. In this project, over a 3 month period we laid a new framework for the way gamification runs within Clearview Live. However, we only have only a bird's eye view of this project. More learning will be done on how these new elements will be integrated on the call floor. Additionally we will need to continually iterate and get feedback on if we are heading in the right direction or not.​One thing not mentioned above, during this process we had no way of getting quantitative feedback for our current gamification system. During this process however, we were able to work with the UX research team to integrate tools to track our progress. We have finished getting a baseline of where our product is at and as we start to integrate these new designs into our system we will continually gather data on whether or not are truly causing the effect we desire. If we at sometime need to pivot and address larger issues, we plan to do so.

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