2 minute read
By John Chmaj
Posted in Customer Engagement
In previous posts we’ve examined the value of effective knowledge management (KM) on customers and on the organization. What about employees? Does it matter whether they have a knowledge base or not? Are there specific identifiable drivers of value for support agents through KM?
The value of KM to employees is not just tactical—it can be a driver of strategic transformation for a support organization. Good KM changes the value proposition for agents and the type of work that they do on a daily basis.
No longer is their value based on how much information they can memorize or store in their heads. Instead—and this is an important shift—their value is based on how quickly and effectively they can learn new information, analyze and solve complex problems, and share new knowledge with others.
KM stimulates a culture where collaboration, knowledge sharing, feedback, learning, and personal development are encouraged and highly valued. As a result, the people themselves often feel more highly valued as well.
The following capabilities emerge:
KM helps eliminate the ‘agent knowledge gap':
KM engages and empowers support agents:
With self-service, KM drives call deflection and improves resource alignment:
The results of achieving a knowledge-centered approach can be dramatic:
Remember, in a contact center your people are your business. So the faster you can get them the right answers, the more they can focus on making customers successful. It’s another true “win-win” of KM!
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