The relationship between measures in services and support organization is very important. Often, we don’t understand the interconnections and drive improvement in one measure, causing another to completely tank (for more info on this challenge, take a look at my blog post The Dangers of Metrics Blinders).

The relationship between the degree of knowledge sharing in an organization (regardless of how you measure it, attachment of articles to cases, as just one way) and the satisfaction/engagement of team members is one of the most complex. What long-time support executives and industry experts have found is that both measures support one another. Employees need to be engaged to embrace knowledge-sharing practices and knowledge-sharing practices bolster employee engagement.

To get a bit clearer on the relationship between these two key measures:

Team members need to be engaged to embrace knowledge sharing

  1. APQC has a number of terrific articles about how employee engagement supports knowledge sharing in their collection Engagement and Participation for Knowledge Sharing and Collaboration.
  2. John Ragsdale takes the relationship a step further when, in his blog Top Reasons Knowledge Management Programs Fail, he cites lack of team member engagement and buy-in as one of the leading causes of the failure of a knowledge-sharing program.

On the other side, knowledge sharing can positively impact employee engagement

  1. In my blog, Taking a shower before work – employee satisfaction and knowledge sharing, I show the positive impact of knowledge-sharing practices on employee engagement.
  2. And Right Answers provides a lovely infographic, The Power of Happy – The Importance of Employee Engagement, that illustrates how sharing your knowledge plays a key role in keeping employees happy.

But it can be hard to measure employee engagement in a support organization

  1. In my blog, The suggestion box – measuring employee engagement between surveys, I suggest that formal employee engagement surveys don’t happen frequently enough and alternative approaches to measuring engagement in other areas must be modified for services and support teams.

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