A coworker recently ran into an old client contact and asked if he still worked for the client firm. “We never hear from you anymore. We thought you left the firm.” This is what the client said: “Why in the heck would I need to call Support when I can go search the Knowledgebase and get everything I need? You guys have everything on there. I just haven't needed to call.”

This true story was forwarded within our organization and upper-level managers patted each other on the back. A self-service support environment saves dollars, and lots of them. Just as electronic support requests are less expensive to process than telephone requests, electronic support answers are also cheaper. Our Knowledgebase (KB) was thriving – adequately stocked, carefully managed and well received. Then reality hit. In response to reading the story, one support rep asked, “Why should I contribute to the Knowledgebase? It’ll put me out of a job.”

Should support reps fear being replaced by a Knowledgebase? The answer is clearly “No.” However, the answer to “Do support reps fear being replaced by a Knowledgebase?” is very different and it goes to the heart of knowledge management. Some individuals value themselves (and others) based on what they know, not what they share. Some companies reward knowledge hoarders, not knowledge sharers. Support centers must be sharing environments, and management must create an atmosphere of trust and understanding.

Define Expectations

If knowledge sharing is part of the job, that fact should be clear. Today’s support centers are staffed with “knowledge workers.” This label and what it means should be defined in the interview process. For support reps who have been with the company before this transition, it should be explained that the job is evolving and each worker must step up to the challenge of uncovering/creating, storing and sharing knowledge.

Build Sharing into the Work Process

As electronic and telephone requests are researched, support reps should have at the forefront of their analysis whether the results of the request should appear in a specific KB article, in a set of Frequently Asked Questions (FAQs) or whether the results should be forwarded for updates to the documentation. The idea is to defend why this information should not be preserved; otherwise, it should be captured and stored.

Form Teams

The task of “writing” is difficult for many individuals. Invest in software or courses that help reps build writing skills. Then, teams can be involved in developing ideas and KB content; they can validate and review articles; and they can ensure the KB is kept relevant and up-to-date as authors move to new positions within or outside the company.

Reward Sharing

Whether related to a bonus plan or to annual pay increases, whether for individual or team efforts, knowledge sharing should be rewarded with cash! But, don’t limit yourself to monetary rewards. Be creative. Consider spotlighting authors of articles that have been rated excellent by readers. Promote articles that solved complex issues or that have been frequently accessed.

Address Fears

Ensure support reps understand the value of the Knowledgebase, but also be sure they understand their unique contributions. The Knowledgebase is an excellent tool for explaining repetitive issues and common misconceptions. However, this tool cannot replace the problem-solving skills and the courteous personal contact exhibited by your support reps.

Conclusion

The Knowledgebase can free up time, allowing support reps to concentrate on the more complex issues. The support center becomes more efficient and effective. Statistics show that support centers with searchable, online KBs and skilled support reps/technicians increase customer satisfaction. When satisfaction is high, employee and customer retention increases, A/R collection improves, the bottom line is enhanced and everyone benefits.

About the Author
Kathleen T. Masterson is the Knowledge Manager for Solution 6 North America. Her background includes over 4 years with CMS OPEN time-and-billing software and an additional 7 years in the legal industry, working with small to medium sized firms. Kathleen holds a Bachelor’s degree in Management and an MBA from Florida State University. She is a Certified Public Accountant in the State of Florida and has achieved the designation Certified Knowledge Manager from the Knowledge Management Certification Board. In addition to her role at Solution 6, she is also a member of the National Knowledge & Intellectual Property Management Taskforce and she teaches business and accounting courses at Flagler College – Tallahassee. You can contact her at kathy.masterson@us.solution6.com.