Keep Agent Knowledge Up to Date – Without Overwhelming Them

Keeping agent knowledge up to date can feel like an uphill battle – from trying to find the time on an already-busy contact centre floor, to making sure information is absorbed consistently across the team.

Do too much, and agents face information overload; do too little, and customer service suffers. It’s a delicate balance to strike! That’s why we asked our reader panel (including representatives from Citizens Advice and NHS Business Services Authority) for their best ideas on how to keep agent knowledge up to date – without overwhelming them!

1. Appoint Ambassadors to Pull Relevant Knowledge Into Their Teams

Susanna Baqué, Senior Director Global Customer Experience at SCIEX — Susanna Baqué

Over the years, I’ve learned that the challenge isn’t creating more knowledge but ensuring the right insights reach the right people at the right time, without adding noise or fatigue.

So, we launched a CX Ambassador Program, where associates across regions and functions act as local connectors of insight.

Rather than relying on a central team to “push” updates, Ambassadors pull relevant knowledge into their teams, translate it into local context, and share it in existing forums: team meetings, retrospectives, or project reviews. This peer-to-peer model keeps knowledge current while protecting time and focus.

Contributed by: Susanna Baqué, Senior Director Global Customer Experience at SCIEX

2. Use Snappy Videos and Micro‑Modules to Get the Message Across

Dan Britton, Director of Operations, Citizen Services, NHS Business Services Authority (NHSBSA) — Dan Britton

To support different learning styles, we use bitesize training – snappy videos, micro‑modules, quick guides, and podcasts. It gets the message across without dragging people away from customers.

We also avoid over‑broadcasting. If a change only affects the knowledge base, we update it quietly. If it changes how someone works, then we tell them. Simple and fast updates. Engaged agents. No overload.

Contributed by: Dan Britton, Director of Operations, Citizen Services, NHS Business Services Authority (NHSBSA)

3. Host 10-Minute Check-Ins to Confirm Updates Have Been Read

In business hours or outbound centres, my go-to approach was always short team huddles twice per week.

These 10-minute check-ins were the most effective way to confirm updates had been read, go through any questions, and ensure everyone was on the same page.

Contributed by: Kirstyn Minogue, Customer Contact Centre Manager, Black & White Cabs

4. Only Send Daily Updates If You Have Urgent Information to Share

Stevie Dent, Team Leader, Citizens Advice Gateshead — Stevie Dent

At advisor level, having each new bit of information pinging out individually can feel like a battle of attrition. We found it was stressful and demotivating, so now, we only send urgent or time-sensitive updates in our daily MS Teams chat.

Everything else is then saved for the weekly catch-up, which we send out as an email. (However, staff are welcome to request a call to discuss the information included if it would benefit.)

But it doesn’t stop there! To make sure people engage and actually read it, we also do the following:

Send the Catch-Up on the Same Day Each Week to Create Predictability and Routine – On the day, people will expect that updates will arrive soon and will potentially even time a cup of tea to read them with!
Keep It Light in Tone and Wordcount – This makes it more appealing to read.
Organize Updates Into Clear Sections – Repeat these sections each week. This makes retrieving the information easier in future.
Include Motivating Updates as Well as Procedural Ones (e.g. how many clients helped last week, positive feedback submitted by clients…) – The team can see their impact and will feel motivated to keep their knowledge up to date, to continue providing a great service.
Give Advisors Agency and Accountability – If they approach you with a question when the answer was in the catch-up email – refer them back to it!

Contributed by: Stevie Dent, Team Leader, Citizens Advice Gateshead

5. Use Content Blocks or Reusable Components for Commonly Repeated Information

We try to use the tools within the knowledge platform to make maintenance easier. For example, setting scheduled review dates helps ensure articles are revisited periodically rather than sitting untouched for years.

Using content blocks or reusable components for commonly repeated information can also make a big difference. If something appears in multiple articles, you can update it once rather than editing ten separate places.

6. Try Using AI to Identify Knowledge Gaps or Flag Areas Where Documentation May Be Outdated

Jeremy Hyde, Senior Director, Customer Service at Sun Country Airlines — Jeremy Hyde

AI is also starting to help. Some tools can analyse conversations or search behaviour to identify knowledge gaps or flag areas where documentation may be outdated.

If you don’t have budget for a dedicated knowledge platform, it’s worth asking what tools your organization may already have.

IT systems like ServiceNow often include knowledge base functionality, and many organizations can also leverage SharePoint or similar internal sites as a starting point.

Contributed by: Jeremy Hyde, Senior Director, Customer Service at Sun Country Airlines

7. Link Knowledge to Real Customer Feedback and Current Priorities

One approach that has worked well for us is embedding knowledge sharing into work people are already doing.

Through our Customer Journey Voice of Customer (VOC) programme, customer insights are continuously gathered at key moments in the journey and reviewed by cross‑functional listening teams.

Instead of long reports, we focus on short, actionable insights tied to specific decisions or improvements. Knowledge stays fresh because it’s directly linked to real customer feedback and current priorities.

Contributed by: Susanna Baqué, Senior Director Global Customer Experience at SCIEX

Linking agents to what customers are saying can help to make sure everyone is pulling in the same direction. To find out more, read our article: Using Customer Feedback to Improve Agent Performance

8. Turn Updates Into Short Courses So You Can Track Completion

Kirstyn Minogue, Customer Service Centre Manager at Black & White Cabs — Kirstyn Minogue

In my experience, a 24/7 environment is one of the most challenging when it comes to keeping knowledge fresh and ensuring updates are consistently read and understood.

With teams across different shifts, I relied on emails, Teams messages, and newsletters – but while useful, they don’t guarantee engagement or understanding.

I have found what works best is using our Learning Management System (LMS) for key updates. By turning updates into short courses, we can schedule offline time, track completion, and include quick knowledge checks.

This ensures consistency across all agents and gives us confidence that updates have been both seen and understood, without adding extra pressure to the team.

Contributed by: Kirstyn Minogue, Customer Contact Centre Manager, Black & White Cabs

9. Invite Direct Agent Feedback So Things Can Be Fixed Before They Cause Pain on the Floor

Our knowledge base team are right there for direct agent feedback. If something doesn’t read well or feels wrong in practice, agents can flag it instantly.

That real‑time loop means we fix things before they cause pain on the floor. When we do communicate changes, we keep it short and sharp: What’s changed? Why? What do I do now? That’s it. No waffle.

Gathering customer feedback from your agents can also help improve operations. To get started, read our article: Want Your Frontline Staff to Share More Customer Feedback? Try This!

10. Avoid Email Trails and Version-Hunting at All Costs

Keeping knowledge up to date shouldn’t create panic and confusion or cause headaches. For us, it’s all about fast updates, clear ownership, and keeping it simple.

Our central knowledge base is the backbone. When something changes, it’s updated there first. No email trails, no version‑hunting – just one place everyone trusts.

Contributed by: Dan Britton, Director of Operations, Citizen Services, NHS Business Services Authority (NHSBSA)

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