It is a well-established fact that an engaged workforce delivers strong business outcomes. Gauging employee engagement levels through research findings or surveys clearly indicates that most organizations struggle to keep their workforce engaged. Lately, gamification has manifested success in influencing a person's behavior towards producing the desired outcome. Why are we associating employee engagement and gamification? In this book, we set out on a journey that will hopefully help us unravel this mystery.

In this chapter, we will cover:

We now live in an era where globalization trends, economic shifts, societal reforms, and technological advents have converged to redefine both our personal and professional landscape. There are a large number of disruptive forces like IT consumerization, social collaboration, and virtualization that have stormed into the business world, propelling organizations to rethink their corporate strategies. One significant climate change is the surge of millennials, more commonly known as Gen Y, who are estimated to make up nearly half of the workforce by 2020 as predicted by the U.S. Bureau of Labor Statistics.

Of late, business organizations face major challenges in attracting, nurturing, and retaining the right mix of talent. At large, Baby Boomers or Gen X occupying the executive managerial positions at these organizations fail to understand the changing expectations of the millennial workforce, who not only comprise of the newer employee base, but also largely constitute the newer customer base.

Enterprises need to have a comprehensive understanding of the multi-generation employees and their expectations, so that the employee engagement strategies can be tailored according to their target audience.