Indicators of Proficiency

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Once the organization has Built Proficiency, the groundwork has been laid to Optimize and Innovate.

Indicators of Proficiency

Build Proficiency

Proficiency Indicators	Benefits	Evidence
Performance Management includes KCS behaviors	Building a sustainable implementation	Outcome based goals such as: A thriving licensing model Team link accuracy Team Content Standard Checklist adherence Team PAR
Key Performance Metrics are consistently reviewed to assess behaviors.	Demonstrates commitment to the program	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
Articles available for self-service	Customers have faster visibility to article	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.
Self-service use	Customers are engaged with knowledge articles	Frequency with which customers use self-service before opening an incident is increasing (this is important to communicate!)
Customer satisfaction and loyalty increased	Increase customer success	Increase from the baseline
Employee satisfaction and loyalty increased	Increase profit	Increase from the baseline
Work has become more meaningful	Motivation factor for employees	Employee satisfaction increased from baseline
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
Lower customer effort	Resolve issues Optimize usage Adopt features	Transactional CES surveys

Engage Stakeholders

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