Gamified learning approach within frontline employee training involves incorporating game elements into the training process to enhance employee engagement and improve customer satisfaction.

Customer Journey Quests

✦ Employees embark on a quest to become "Customer Service Champions," guiding a customer avatar through buying process stages.

✦ Each quest represents a stage in the customer journey, from inquiry to post-purchase support, with scenarios like handling difficult customers and upselling.

✦ Progression unlocks more complex scenarios, crucial for longer sales cycles like selling cars or software solutions.

Interactive Role-Playing

✦ Employees engage in role-play scenarios with AI-powered customers, practicing their response to common and uncommon queries or complaints.

✦ Players receive feedback on their choice of words, tone, and problem-solving strategies along with tips for improvement.

Points, Badges, and Levels

✦ Employees earn points for effective communication, customer satisfaction scores, and creative problem-solving.

✦ Badges for milestones, such as "Empathy Expert" or "Solution Guru."

✦ Employees progress through levels, starting as a "Customer Service Novice" and aiming to reach "Customer Service Champion" status.

How to create a customer service training program?

Download: Customer service training workbook

"People Ops as a Product" refers to the concept of treating the functions of People Operations within an organization as if they were a product.

In this approach, People Ops teams adopt principles and practices commonly used in product management to enhance their effectiveness and impact on the organization's mission and goals.

How to Do It:

A. Maximize impact to the mission

Whenever you add something to your People Operations roadmap or take feedback from someone in your team, ask the question — “How will doing what you’ve asked me to do help us inspire more majestic cats?” (or whatever your mission is.)

Then, if you can, run a test.

B. Accomplish everything through others

* Managers should own performance and growth conversations

* Hiring teams should run recruitment exercises

* Our teams should deliver feedback to each other

* Individuals should craft their career and learning opportunities

People Operations teams should, however, give all of the people around them at work the ability to do all of these things really, really well, by working with others to create well-designed tools, processes, and operating procedures (and stepping in with some Human Operations when necessary).

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