Review of Integrative Business and Economics Research, Vol. 8, Supplementary Issue 4 275 Copyright  2019 GMP Press and Printing (http://buscompress.com/journal-home.html) ISSN: 2304-1013 (Online); 2304-1269 (CDROM); 2414-6722 (Print) Competency Assessment Reinvented: Gamification Method Aria Bayu Pangestu* Institut Teknologi Bandung Excelita Syahrani Dwirajani Institut Teknologi Bandung Annisaa Novieningtyas Institut Teknologi Bandung ABSTRACT For a company, periodically assessing employee competency is essential. However, the conventional approach can no longer show an expected outcome. This research tries to implement gamification concept in assessing employee competencies by creating a new way to do competency assessment. The result of this gamified assessment then will be compared to employee real performance indicated by the job description and Key Performance Indicator. Coffee shops are one of the emerging business in Indonesia, and most of the employee in this sector are millennials. In line with the growth of the business, many coffee shops already need a proper competency assessment for their employee. There are many positions in coffee shops that require specific competencies such as barista, finance and accounting, stock manager, etc. This research will focus on stock manager competency assessment since this position have a high impact on coffee shops overall performance. The initial result shows that there is a high similarity between competency assessment results with past individual employee performance. The assessment results then will also compared with the future employee performance to improve its robustness. These comparison will conclude how accurate the gamification competency assessment. Keywords: Gamification, Performance management, Competency Assessment, Millennials Generation. 1. INTRODUCTION In the workplace the Generation of Millennials is often referred as a collaborator generation. Millennials see a life of work with an optimistic and holistic mind with consideration of all the opportunities that exist in work life (Brack & Kelly, 2012). This generation is growing with technology, so this generation can easily carry out several activities with various technologies at one time. Millennials don't see the manager's position as someone who knows more than the team. Managers for this generation are someone who must be able to be a mentor to their team and have good communication skills. This view is because this generation is easy to learn new things and adapt to work content. Millennials know and plan their career development well (Darga, 2012). They are very choosy in choosing the work they are doing because access to information on job choices and career paths is very wide open. This is what makes many generations of millennials shift jobs quickly.