Andrey Morozov, Executive Director of itb:
Posted: Wed Jan 22, 2025 6:54 am
Russian ingenuity and resourcefulness are legendary, so it is not surprising that at some point the initiative turned into a problem for the company. The employees focused on finding a scheme to cheat the roulette.
"At that time, a coffee bonus cost 50 rubles, and there italy telegram database were some comrades who realized that they could spend part of their salary and easily win several days off in a row or add money to their salary. They began to pass bonuses to each other, stuff themselves with time off, and wind up an additional 2 thousand rubles to their salary."
The situation with the roulette cheating was resolved quite simply. They added a progression to the spin: the first spin of the day costs two coffee bonuses, the second - four, the third - six, etc. Accordingly, everyone began to limit themselves to one spin per day.
A new rule has also appeared, according to which you can share no more than one bonus per day with a colleague. This has helped to stop the uncontrolled transfer of bonuses to each other for spinning on different accounts.
We also had difficulties in the process of implementing gamification. At the beginning of the journey, the HR team faced dissatisfaction from individual employees and entire departments that were unable to get the coveted cogs.
The problem was in the list of achievements for which the currency was issued. It was formed in such a way that not everyone could prove themselves. For example, for contextual advertising specialists, this list had quite a variety of opportunities, but for HR employees, there were very few options.
"At that time, a coffee bonus cost 50 rubles, and there italy telegram database were some comrades who realized that they could spend part of their salary and easily win several days off in a row or add money to their salary. They began to pass bonuses to each other, stuff themselves with time off, and wind up an additional 2 thousand rubles to their salary."
The situation with the roulette cheating was resolved quite simply. They added a progression to the spin: the first spin of the day costs two coffee bonuses, the second - four, the third - six, etc. Accordingly, everyone began to limit themselves to one spin per day.
A new rule has also appeared, according to which you can share no more than one bonus per day with a colleague. This has helped to stop the uncontrolled transfer of bonuses to each other for spinning on different accounts.
We also had difficulties in the process of implementing gamification. At the beginning of the journey, the HR team faced dissatisfaction from individual employees and entire departments that were unable to get the coveted cogs.
The problem was in the list of achievements for which the currency was issued. It was formed in such a way that not everyone could prove themselves. For example, for contextual advertising specialists, this list had quite a variety of opportunities, but for HR employees, there were very few options.