Serious games are analyzed through the principles of New Humanism, the humanization of computer games for training. The chapter defined the types of serious games for Western and Japanese management. Based on this, the characteristics and criteria that serious next-generation games must meet are described. In particular, hard-skills serious games are focused on Western management; emphasize gameplay on formalization, logic, clear rules, and work functionality; and have the aesthetics of a challenge aimed at academic training and practice of skills. The core of soft-skills serious games are creativity, innovation, research, personal qualities, and implicit knowledge aimed at solving cognitive and social problems, so they best embody the principles of the Japanese approach to management. The threats and shortcomings of such games have been clarified. The trends in the development of serious games in automated recruiting systems are revealed. It is emphasized that in the “education-recruitment-spirituality” system, serious games play a connecting and integrating role.
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The discovery of great opportunities for video games in a wide range of social life (business, education, entertainment, management, public administration, etc.) has aroused considerable scientists’ interest in various aspects of serious games and gamification. As of July 1, 2021, the scientific platform Google Scholar has about 103,000 scientific papers on the use of serious games in recruitment. The theory of serious games is studied (Dörner, Göbel, Effelsberg, & Wiemeyer, 2016), their frameworks are developed (Loh, Sheng, & Ifenthaler, 2015), the classification is given(Ratan & Ritterfeld, 2009), their possibilities (Stapleton, 2004) and evaluation methods (Emmerich & Bockholt, 2016) are described.
In recruitment, serious games were considered from the perspective of defining the role of gamification and game thinking in human resource management (Armstrong, Landers, & Collmus, 2016),(Fetzer, McNamara, & Geimer, 2017), analyzed the advantages and disadvantages of this approach (Stănescu, Ioniță, & Ioniță, 2020). The dependence of the recruiters’ characteristics on their use of selection technology has been established (Oostrom, Van Der Linden, Born, & Van Der Molen, 2013); new technologies for evaluating and selecting candidates as part of the company’s strategy. In particular, the impact of intelligence on employment policy, personality tests, analysis of social interaction in the interview process, the impact of social networks on applicants’ perceptions, competency modeling (Nikolaou & Oostrom, 2015). The effects of the game evaluation of the job candidate were presented as a method for increasing the objectivity of the selection process, reducing anxiety, and better evaluation of job candidates (Stănescu, Ioniță, & Ioniță, 2020). This has led to a certain shift in the research of serious games for recruitment towards the formalization of competencies (hard- and soft-skills), motivating factors, and so on. This trend of research is justified by both economic pragmatism and technical proposals of the information society, the progress of global data accounting networks.