Estudos de caso
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Powel wanted to create excitement around its Core Values at the annual meeting. However, with 300 of 450 employees not present physically, how to ensure full engagement?
By running a digital Core Values Business Game on laptops and tablets, all teams (even off site ones) could participate with the results and feedback accessible on screens in real time.
Quick Facts: 450 participants, 12 locations in Norway, Switzerland, Sweden, Poland and Chile
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A leading Nordic Telecom Operator wanted to help their global Management Trainees understand the business and culture better, in a more challenging and engaging way.
We designed a Culture First Onboarding Programme with focus on interactivity and engagement, consisting of four main parts.
1. Get to know Each other
2. Get to know the Company
3. Get to know the Competition
4. Get to know the city where you work
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When global recruitment firm Spencer Ogden decided to organise a Core Values Launch, they wanted every single member of the team to take equal part. “We want every office, however small, to be part of this day, and have the same experience of the Core Values Launch.”
Spencer Ogden reached out to Green Hat People for a fun, interactive event that could be rolled out across the different offices and time zones, from Singapore all the way to Houston.
We created a game that was tailored to the organisation and their core values. We setup a live league table, so that the offices could play against each other using tablets. The Perth office kicked off the competition, followed by Asia and Europe, ending in the USA. As the day unfolded, the teams kept a close eye on the leaderboard, waiting to see whether their colleagues would break their record.
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Multinational pharmaceutical firm Almirall wanted a solution that would allow them to share their updated core values with employees across six branches across Europe. Employees would need to not only understand these values but also apply them to situations. We developed a workshop structure that allows the company to self-run sessions for up to 40 staff, broken down into smaller teams of five. The workshop took the form of a game, built around the company’s revitalised values. Rather than a competitive game, Almirall was keen for the quiz to spark discussion, to enable them to understand how individuals were adapting to the changes.
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In partnership with the agency Rockitfish, we devised an Employee Engagement activity for a global Skills Development client, based around EDI (Equality, Diversity and Inclusion). In the game, a disgruntled employee had infiltrated the company’s system and locked down the files. To release them, his former colleagues had to prove that they understood the importance of equality, diversity and inclusion.
Coined the ‘Diversity Challenge’, this classic ‘Escape Room’ style game asked groups to solve puzzles and unravel clues. All tasks, as well as being fun and engaging, were tailored to EDI.
‘The group activity was a huge success with the HR team – it definitely fuelled our competitive spirit, and truly brought EDI to life. Well done on providing such an engaging activity’ – Head of HR Professional Services
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At a national meeting for branch office managers from the retail banking division, Nordea wanted managers to get a thorough understanding of the internal coaching & feedback procedures, including harmonizing the company employee rating standards.
A number of training areas were created, each designed to allow teams to really practice the skills hands-on. A tablet gave instructions and guided the teams to the locations simultaneously. Analogue and digital tools were used throughout the day. The training areas were:
COOPERATION – Tested cooperative skills through a tough business game.
CLIENT MEETINGS – Watched films from client meetings & practiced giving feedback.
GOALS – Used the SMART model and practiced setting goals in a structured way.
RATING STANDARDS – Work shop about setting a company wide employee rating standard.
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Swedavia manages 11 airports in Sweden, and wanted to let all 1500 employees engage with their charity work in a new way. The challenge was to achieve this simultaneously across the 11 airports.
We created a customised game, that was run in three separate heats to not interrupt work and services. The participants were divided into 350 teams. The game objective was two-fold:
The game was a great success and the teams exceeded the goals. During the game many teams spontaneously started collaborating by sharing the locations of the codes. This to ensure that all colleagues found as many of them as possible so the overall goal could be reached easier.
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Skanska had just moved in to their new global head office and wanted to let all 1000 employees at the head office get a fully interactive and engaging experience of the new building in 1.5 hours.
The participants were divided into 125 teams, starting off at 5 different floors. All teams were given a tablet and at the exact same moment, all 125 teams got instructions to get moving. The teams spent 11 minutes on each floor, exploring the surroundings through a number of fun and useful time limited missions. “Find and count the rooms in the training center”, “Take a picture while drinking tea in the cafeteria”, “How many bikes fit in the garage?”, “What rules apply when booking meeting rooms?” etc. The missions were communicated on the tablets and were scored. Every 11 minutes everyone switched floors simultaneously, allowing 3 minutes for transportation. No bottlenecks, just focus on a fun engaging experience!
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NCC Housing wanted to modernize the group quarterly onboarding days and create more interaction between presenters and the audience. With participants from 8 countries, it was important that everyone not only understood the content, but were actively involved.
Throughout the day, we complemented the presentations with interactive group discussions using tablets. The teams were asked to repeat the message in their own words and to come up with solutions to challenges.
We also introduced a session where participants could choose freely from 8 themes and spend time discussing that.
Finally we ran a 90 minute engaging team activity before dinner with missions linking to the meeting.
The participants, especially people from Eastern European countries, really felt they understood the key messages in a better way using our methodology,
”What an energy level! You didn’t want to interrupt.”-
Jenny Lilja Lagercrantz – HR Director NCC Housing
Gilead wanted to help staff get a deeper understanding of what the product launch meant, not only to Gilead employees, but to other stakeholders; doctors, patients, society etc.
Solution – ”Shared experiences”.
We designed an interactive treasure trail where teams visited two hospitals and a non profit organisation, and met and engaged with stakeholders.
Between the site visits, the teams participated in workshops back at the conference center, relating to their own experiences. In addition to the workshops, fun team challenges were included to boost energy levels and add a bit of fun.
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Abbvie wanted to communicate the corporate values in a really vivid and engaging way and to increase the understanding of what the values stood for.
Since one of the themes of the company meeting was music we created a customised music industry business game that incorporated the values of Abbvie. Each team was given the role as A&R for a large record label. Their end goal was to “sign” an artist, by successfully completing a number of missions. The values were really well understood and well supported across the organisation.
“A genuine value was created as it was customised
for us, utilizing our values” – Christian Horn, Abbvie
Connect with Abbvie
How do you get 250 IT managers from all over Scandinavia engaged in reflecting about their own roles in your organisation? You involve them in questions and have them reformulate and change company leadership criteria.
At a management meeting we ran a series of interactive exercises and workshops. The participants used their own their smartphones to answer a number of challenging questions during a presentation. The data that came in was accessible live and was used by the conference organisers for further discussion in the preceding session. This methodology was then repeated throughout the meeting, but on different themes.
– Strong focus on group exercises
– Mobility throughout the facility; rooms were assigned different themes
– Guided brainstorming
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Seco Tools wanted to create a meeting with more engagement and participation. To achieve this we complemented the PowerPoint presentations with interactive workshops and group break out sessions. Tablets were used to facilitate the interactive sessions and all ideas and responses were available straight away online for a quick debrief and for sharing of best practice.
Throughout the two days, participants were also using our conference app ViewPipe to send individual comments, ideas and questions to the meeting organisers.
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Zurich Insurance asked us to create a corporate meeting for 160 delegates that was less about reporting numbers and more about what makes employees feel for the job. Presentations from stage focused on highlighting customer problems and the important role that Zurich plays in helping businesses make a difference without worrying about risk.
Focus was geared towards the real problems that clients have and how Zurich can work to solve them in the best way possible. The message was all about giving employees a greater sense of purpose and understanding the difference they make for their clients, highlighting the importance of thinking from a customer perspective.
The workshops were run both at a venue but also in cafes and restaurants across the city. Using our game Exploration Challenge, teams were sent on missions around town and breaks in the game were scheduled so that the teams could find areas to sit down and conduct the workshops.
“The day was fantastic. We got the message across in a really engaging way. The communication was two-way, the games were fantastic, everyone got really involved and I think that everyone leaves the event with a feeling that they were part of something. ” – Alan Moore, Chief Underwriting Officer at Zurich
Connect with Zurich Insurance
Pernod hired us to create a gamified event for 300 participants. The goal was to brainstorm the coming year’s marketing campaign and new business opportunities.
For maximum inspiration we ran the event at the Museum of Modern Art. Staff were divided into small teams, and handed a tablet. The tabs gave instructions and guided them to a series of predetermined artworks. The teams discussed creative elements found in the artwork, which was used as a source of inspiration for future marketing campaigns.
The creative ideas were available online straight away, then coupled with mood images and descriptive texts. The best ideas were singled out for further discussion and idea generation in a second workshop.
The result – a game-oriented brainstorming exercise, which led to many exciting ideas and motivated employees.
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Electrolux wanted to create a more engaging way to educate and welcome new employees. We designed an Interactive Walk to get to know the whole organisation better.
First, the new hires were divided into teams of 6. Each team was equipped with a pre-programmed tablet that guided them to different stands on exact times and in perfect synchronization with other teams.
At each stand, staff from a certain division would present their work. Then the tablets triggered engaging quizzes and game-like questionnaires that put knowledge to the test and laid the basis for an entertaining experience.
“This represents a unique opportunity for our new employees to learn more about Electrolux products and simultaneously meet and collaborate with their colleagues.” – Berit Hägglund-Marcus, VP Global HR Group Staff & Functions
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Industry leading eye tracking company Tobii bought its American competitor Dynavox, which created a company with two different cultures. Creating a common set of core values was an important part of the integration process of Tobii and Dynavox.
Presentations from stage were kept to a minimum; instead focus was geared towards group discussions, workshops and business games that triggered engagement, networking and shared insights. Finally, a tailor-made Core Values Game was used to communicate and achieve buy-in on corporate values and identity.
“We came here as a group of people that thought we were working as a team but we’re leaving here as a family of people working as a team.” – Tony Pavlik, VP of Operations at Tobii Dynavox