Sobald die Organisation Kompetenz aufgebaut hat, haben wir die Grundlagen für Optimieren und Innovation gelegt.
Indikatoren für Kompetenz
Build Proficiency
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Proficiency Indicators
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Benefits
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Evidence
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| Performance Management includes KCS behaviors |
Building a sustainable implementation |
Outcome based goals such as:
- A thriving proficiency model
- Team link accuracy
- Team Content Standard Checklist adherence
- Team PAR
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Key Performance Metrics are consistently reviewed to assess behaviors.
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Demonstrates commitment to the program
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- First contact resolution increased compared to baseline
- Time to proficiency decreased compared to baseline
- Increase in capacity (usually 20-30%)
- Cost per incident decreased from baseline
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Articles available for self-service
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Customers have faster visibility to article
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- growing percentage of knowledge base available for self-service
- 90/0 rule—90% of requestor-actionable knowledge is available to requestors within 0 minutes of becoming known.
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Self-service use
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Customers are engaged with knowledge articles
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Frequency with which customers use self-service before opening an incident is increasing (this is important to communicate!)
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Customer satisfaction and loyalty increased
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Increase customer success
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Increase from the baseline
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Employee satisfaction and loyalty increased
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Increase profit
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Increase from the baseline
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Work has become more meaningful
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Motivation factor for employees
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Employee satisfaction increased from baseline
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| Incubate Knowledge Domain Analysis work |
Start getting curious about the information we're learning with our implementation |
- Baseline New vs Known. (eventually: improve this)
- Feedback management
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| Lower customer effort |
- Resolve issues
- Optimize usage
- Adopt features
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Transactional CES surveys |
Einzubindende Interessengruppen
Executives
- Review reports on the benefits: performance against baseline measures
- Review top reused article report with analysis
- Implement the new measurement model for self-service measures and cross-functional measures (time to cure)
- Acknowledge KCS impact and value in communications (news-letters, all-hands meetings)
- Advocate for the value support creates for the business
- Review new value-based measures with C-level executives
- Support the KDE program
- Review analysis from the New vs Known studies done by KDEs
Managers
- Training on new measurement model
- Develop team measures
- Provide constant feedback to knowledge workers on the impact of their knowledge contribution
- Acknowledge knowledge workers who are creating value
Knowledge Workers
- Review article reuse reports - both internal and self-service. (Knowledge workers must be able to see the impact of their contribution.)
- Receive feedback from the Content Standard Checklist and PAR reviews
- A few knowledge workers take on the role of KDE
Business Owners
- KDEs review article reuse reports and analysis with Business Owners
- Develop plans for root cause analysis and corrective actions for pervasive issues
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