Great Question Shirley,
I once worked for a UK mobile telecomms provider before it even had a network built, as you can imagine the information on handsets, coverage, policy, priceplans etc changed daily and was business critical. The only way we could handle it was to computerise information and keep it in a 'background' system that operated in conjunction with the normal computer system needed to handle calls.
The information was divided into headings, always dated and whenever an agent logged in latest info 'popped up' before they were able to take calls. Thus everytime there was sign-in knowledge was updated.
It required a robust computer system and a good deal of education of agents as to the need to monitor info. However once it was embedded paperwork was lessened and agents were secure in the knowledge that they were not guessing and had up to date info.
It was backed up by a 'ticker tape' system of scrolling info on the desktop as well.
A simpler system is to simply have a folder and logging sheet and agents sign the latest memos.
I know of other companies who employ knowledge managers and authors to sift and write and edit information as well as update manuals. The management of knowledge sends a strong message about how the company views knowledge and its impact. It also affects how other departments think/ approach the calling floor when their every memo is scrutinised for justification and agent impact. Sometimes this can even be integrated into the knowledge management structure for the entire company.
Its a costly solution but the long term value is greater than trying to educate other departments and effect a cultural change to reduce their output of memos and think twice before inundating agents with minor points that have limited immediate impact on the majority calls.
Knowledge management is becoming quite a talking point in HR and modern business, its place in call centres is certainly upon us. |