Knowledge Repository

Harvesting staff knowledge

Tuesday, January 17, 2006

Harvesting staff knowledge

It's easy to think of KM as providing staff with product or service information and carrying out the occasional customer satisfaction survey. But you could be missing a great opportunity. Here are five top tips for getting the best ROI from the wealth of knowledge held by your people.

1. Breakout sessions
Call breakout sessions as often as you can and in a fun, engaging way so staff feel relaxed and happy to pass on the valuable information they hold about your customers. Liven it up, be creative, make a plan of different themes to keep them interesting.

2. Create knowledge gurus
Create knowledge gurus who can "champion" customer feedback, interface directly with their teams, product development, marketing and HR and mentor new staff. Utilize them externally too, e.g. to present at industry events or presenting at corporate pitches.

3. Senior management sponsorship
Senior managers should brief customer advisors in person, passing on their passion for the brand, product or service. Spend time in the contact centre listening to calls, hearing what customers are saying and how the advisors interact with them. You get a far better feel for the market and the advisors feel more valued.

Do it regularly, as one of the UK's biggest financial institutions does, so that advisors feel comfortable with senior managers around. You'll reap the rewards in just a couple of months and it will "humanize" senior management.

4. Reward and recognition
Create an R&R scheme that focuses on business benefits gained from customer services' feedback. Create the right feedback channels to get their suggestions and clearly demonstrate the financial impact of successful ideas.

5. The company intranet site
An effective intranet underpins all the above suggestions and is a great meeting point for all sorts of information. However, you need to easily navigate information and give feedback, robust systems, non-paper backup (otherwise they'll never use the intranet) and it needs to be "sticky" i.e. fun, to bring them back.

A virtual magazine, with competitions, photos of team nights celebrating employee and company successes and maybe a regular SMT profile e.g. favorite holiday/celebrity can make them come back regularly. Make it personal and fun and make sure it is a two-way communication tool.
Harvesting staff knowledge is a crucial exercise and it really is vital to use that knowledge to drive your business. So, have fun and act on the information you get.

Adapted from Harvesting knowledge from frontline staff by Matthew Taylor, Calcom, in the current issue of KM Review.

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METRIC MATTERS: Ensuring data quality

Data quality management is critical to a successful business, but it doesn't have to be difficult. In general there are three main steps organizations can follow in order to ensure data quality:
1. The first step is to gain a clear understanding of the data, including how it is captured, its intended uses, its structure and content quality. By carrying out an in-depth audit, the organization is able to identify common data defects such as missing, incomplete, inconsistent or inaccurate data.
2. The second step is to improve the data by filtering it to eliminate errors and resolve inconsistencies. Once this has taken place, there is a need to protect the data quality. It's vital that new data defects are prevented from infiltrating the system. Real-time defect prevention is the most pro-active way of protecting the standard of the data, and eliminating defects when new data is entered.
3. The final step is control. Data quality management cannot be just a one-off quick-fix solution. In order to achieve optimum results, data quality management needs to become a controlled and integral part of day-to-day business processes. Clear performance measurements need to be devised to ensure visibility, as well as compliance with regulatory standards.

Excerpted from "Ensuring the quality of information" by Laurie Mascott, in the current issue of KM Review.

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Knowledge Transfer

Tuesday, January 03, 2006

Apakah Anda berencana membuat program pemindahan pengetahuan dari karyawan senior ke yunior ? atau karyawan spesialist ke karyawan non spesialist ?

Coba terapkan metode mentoring yang mengedepankan knowledge transfer alias pemindahan kompetensi, baik itu pengetahuan teknis maupun konseptual. Kegiatan ini melibatkan si senior (atau si spesialist) sebagai mentor dan karyawan yang ingin dibina (mentee).

Ada beberapa perangkat yang sangat bermanfaat dalam kesuksesan program ini, antara lain:

1. Sasaran : sebelum memulai program, masing-masing pihak harus memahami sasaran dari kegiatan ini. Isi kepala tiap orang mustilah sama dan dibekali ketrampilan berkomunikasi diantara kedua belah pihak sehingga tidak terjadi hambatan dalam penyampaian pengetahuan.

2. Kontrak : Kontrak knowledge transfer harus dibuat sejelas mungkin. Isinya antara lain target yang akan dicapai antara mentor dan mentee. Kegiatan apa yang akan dilakukan, jenis kompetensi apa yang harus ditransfer, sejauh apa kegiatan itu dilaksanakan, tujuan pelaksanaan, lama waktu pelaksanaan, dan sebagainya.

3. Mentoring Action Plan, berisikan rencana yang harus dicapai dalam periode tertentu serta lembari check list.

4. Scenario Mentoring Session, yaitu langkah pelaksanaan perencanaan dan uji situasi (SWOT analysis) dan rencana-rencana alihan jika program yang dijalankan tidak sesuai sasaran atau kurang sukses terlaksana.

5. Learning Journal, berisikan hasil yang telah dicapai oleh si mentee berikut bukti-bukti pencapaian. Tiap formulir ini harus ditandatangani bersama hingga ke manajemen puncak yang membawahi kegiatan ini.

Setiap langkah dan formulir yang ada sebaiknya menekankan pada prinsip GROW: Goals, Reality, Option dan Will. Jangan lupa untuk melakukan evaluasi setiap kegiatan telah berjalan dan ukur dampaknya pada produktivitas karyawan, baik itu mentor maupun sang mentee.

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