KNOWLEDGE MANAGEMENT
But instead of providing the information, the agent hesitated. She told the caller she wasn’ t sure if that department even had a fax number or an email and that she ' d only been instructed to transfer these calls to the contact listed for subrogation.
It was clear the agent hadn ' t checked the KMS before responding. The information she needed was right there: just a quick search away.
After the call, I reached out to her via Microsoft Teams. When I mentioned the call, she admitted she didn ' t know that information was even in the KMS. So, I walked her through it, step by step. Within seconds, we found the correct fax number and email address listed under the subrogation department ' s contact procedures.
To her credit, the agent immediately followed up with the caller and provided the correct information.
That moment was a powerful reminder: even the best knowledge system doesn ' t add value unless agents know how- and when- to use it. Its true value doesn ' t lie in the technology alone but in how it ' s embraced, supported, and used by the people on your front lines.
IS YOUR CONTACT CENTER READY FOR A KMS?
Table 1( see following) provides a simple framework to assess where your call or contact center stands before implementing a KMS. You can use it to identify your current stage and what you need to focus on next.
TABLE 1
To ensure your KMS delivers lasting results, leaders must look beyond implementation and focus on building a system that works for- and with- their teams. Here ' s how to make that happen:
• Communicate the " why." Show agents how the KMS makes their jobs easier: faster answers, fewer errors, smoother calls, and consistency. When they understand the value, they ' ll buy in.
• Involve agents early. Invite frontline teams to help shape the system, including the selection of applications. Their input improves usability and builds ownership from day one.
• Train for real-world use. Go beyond basic training. Teach agents how to search smart, contribute content, and apply KM during calls.
• Share success stories. Highlight wins: like shorter calls or quick onboarding. Real results build trust in the system.
• Encourage knowledge sharing. Make it easy to share tips, suggest updates, and improve content.
• Keep it fresh. Review and update content regularly. Utilize feedback and call data to ensure your KM remains accurate and relevant.
A KMS fails on its own; it requires ongoing updates, agent coaching, leadership support, and reinforcement through QA to remain active and effective.
UNDERSTANDING KM GOVERNANCE
Think of your KMS as a high-performance vehicle. It gets your agents where they need to go, and fast. But without regular maintenance, it breaks down.
That ' s where KM governance comes in. It is the engine under the hood: the structure, roles, and routines that keep your knowledge accurate, organized, and trusted by all.
It ' s not just about who uploads articles. It ' s about who owns the content, how it ' s reviewed, when it gets updated, and how agents can give feedback when something doesn ' t make sense.
SELECTING, UPGRADING, OR REPLACING YOUR KMS
Making such a decision( see Table 2) is not just a quick switch that goes unnoticed; it’ s an operational one. The system must support how your agents work, how your knowledge flows, and how your teams grow.
Here’ s how to approach it from a call or contact center lens:
Start with your purpose, not the platform
• Define what you ' re trying to solve( e. g., long handle times, inconsistent answers, slow onboarding).
• Identify who will use it: agents, leaders, QA, or all of the above.
• Decide what success looks like( e. g., 20 % fewer escalations, 15 % faster ramp-up time). DECEMBER 2025 19