The magic lies in the implementation
It is easy to go wrong with gamification, especially if it is used as a scoreboard or measuring tool. The objective is to engage people and motivate them to work to their potential. At no point should hypercompetitiveness be encouraged as it can drain agents and cause burnout which is the exact opposite of what we want to achieve.
During implementation, care must be taken to ensure that not only is the end goal rewarded, but each intermediate stage is also rewarded. Otherwise, gamification might have the opposite effect — for instance, why would agents play a game in which they hardly win? It becomes imperative to reward the steps taken towards the end goal. For example, the end goal for sales is to close the sale, but if the employee never picks up the phone to dial the numbers, he would never be able to find a lead. In this scenario, the number of calls made by a sales rep must also be awarded since it is a step towards the final goal. You can provide smaller rewards for partial completion (50%, 60%, 80% etc.) of the goal too.
It must also be ensured that it’s not the top 3-5% who are always awarded. Other than standard performance indicators, positive behaviors like lesser absenteeism can also be rewarded. If implemented successfully, gamification can do wonders to your call center. Try some of the games and meet your goals — all while turning work into play.