Examples:
• Build a digital map showing which teams or agents specialize in specific benefits, products, or customer segments.
• Maintain an internal skills directory so leadership knows where to route complex inquiries.
3. KNOWLEDGE CODIFICATION
Example: a team aiming to reduce escalations may prioritize clear guidance on standard policy exceptions and when and whom to transfer, while a center trying to reduce AHT may emphasize scripting shortcuts and call flows.
What success metrics you track
A goal-focused approach also defines how you measure the KMS ' s impact. Suppose you aim to improve agent ramp-up, track training completion times, and improve new agent proficiency. If you ' re targeting customer satisfaction( CSAT) scores, monitor post-call CSAT scores and FCR rates linked to KM usage.
Example: don ' t just ask, " Is the KMS being used?" Instead, ask, " Is it helping us meet our SLA goals?" or " Is it reducing errors on call authentication?"
THE 13 KM METHODOLOGIES
Here we look at the 13 knowledge management methodologies that can help make a difference in call and contact centers today, with how-to examples:
1. KNOWLEDGE HARVESTING
What it is. A structured way to capture expert knowledge before it walks out the door, especially tacit knowledge that is not written down. Why it matters. When a tenured agent, trainer, or team lead leaves, they take years of insight with them. Knowledge harvesting ensures this expertise is retained and shared.
Examples:
• Conduct structured interviews with retiring SMEs.
• Create " day-in-the-life " documentation with screen recordings or job shadowing.
• Utilize video walkthroughs featuring top agents as they explain how they resolve challenging call types.
2. KNOWLEDGE MAPPING
What it is. A visual representation of who knows what and where key information lives in your center. Why it matters. It reduces duplication or redundancy, improves call routing, and makes expertise more accessible when needed.
40 CONTACT CENTER PIPELINE
What it is. Transforming unstructured knowledge( like emails or FAQs) into organized, searchable content. Why it matters. It turns tribal knowledge into usable knowledge, especially as teams grow or new hires are onboarded.
Examples:
• Convert FAQs from team chats into quick reference guides( QRGs) or flowcharts.
• Document exception processes( such as overrides or rule exceptions) in a centralized place.
• Use templates to standardize policy changes, procedural updates, and content submissions into the KM tool.
4. KNOWLEDGE SHARING NETWORKS
What it is. Structured channels that allow employees to share knowledge laterally, not just top-down. Why it matters. It keeps knowledge fresh and helps teams learn in real time.
Examples:
• Launch an internal discussion board or MS Teams channel where agents can ask and answer process questions. If the information can be reused, place it in your KMS, simplify it, and add relevant links and images for faster understanding.
• Create training sessions with SMEs from your center or other departments.
5. AFTER-ACTION REVIEWS( AARs)
What it is. A structured debrief after a major event, focusing on what worked, what didn ' t, and what should change. Why it matters. It promotes a culture of reflection, improvement, and shared accountability.
A GOAL-FOCUSED APPROACH ALSO DEFINES HOW YOU MEASURE THE KMS ' S IMPACT.