2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
April 2020 - Magazine No. 247
April 2020 - Magazine No. 247

Whether we're writing a newsletter to promote website content, writing a user manual or setting up a mockup you’re your system, our customers increasingly expect us to act in virtual settings as they do in the 'real world'. One way to achieve this is to allow them to click on texts, pictures and knowledge segments found on the item to access further information.

This requires us to create clickable spaces spread throughout the menu containing URL addresses leading to the desired locations: websites, knowledge pages, presentation slides or mockup screens.

The professional term for these clickable spaces is 'hotspots'.

A hotspot can be created in several different ways, depending on the tools we decide to use. These tools include widely available such as Microsoft Word, PowerPoint or any email service. However, these require a long, complex work process comprised of a tiring number of stages and actions. The wide range possibilities of something going wrong at any stage is reason enough to seek a different tool.

Such a tool is Snagit, a smart and simple screenshotting tool which allows you to create hotspots easily and elegantly.


  1. Click on the 'hotspot' tab
  2. Mark the desired area and add the required link

(stages 1+2 may require some repetition)

  1. Save the picture (now containing the links) as a mht. file
  2. Open the picture by right-clicking on 'view source'
  3. Enter the picture without the links' address (as a jpg. or png. file) here:

  1. Embed the code into the required area

That's it.

Many organizations have been coping lately with the shift to remote work. Emergency instructions have obligated management to quickly shift from managing their team in person in a physical workplace to managing online meetings, usually unprepared and insufficiently equipped.

Furthermore, vital workplaces such as hospitals, educational institutions, and banks struggle with massive and intensive work obligations towards their workers. New tasks have taken the place of the regular emergency tasks. This has required instructing workers precisely and clearly in order for these tasks to be fulfilled correctly. In this tumultuous time, virtual team meetings are critical for any team's conduct as they provide a sense of togetherness and allow workers to share their feelings as well as come up with collective solutions. Morale support and recognizing workers' efforts are ever more vital and may be just what the team needs in order to soldier on.


This article is an attempt to address these challenges during the coronavirus pandemic and assist team leaders or workers using zoom or any other virtual meeting tool. It will hopefully provide them with insights and instructions regarding the "soft" side of managing internet meetings. For example, how do we retain human familiarity when speaking to a screen? How can we generate a sense of togetherness when convening online? And how can we still make use of nonverbal signals to promote the meeting's purpose?

As an organizational consultant and group director I was pleasantly surprised by the many interpersonal skills apparent in remote direction or team meeting. I wish to share some of the knowledge and insight I have gained on the subject.

Setting up a meeting

These days, many people are at home with their families. Chances are that this meeting will be conducted with other people present and hearing. This issue should be disclosed at the beginning of the meeting or even in a preparatory email. It is important to explain that meetings should conducted in optimal settings, devoid of any background noise. Furthermore, many would rather share their needs and difficulties discretely. It is best to recommend participants to adhere to the following guidelines:

  • Find, if possible, a quiet room in which they alone will sit for the duration of the meeting
  • Use earphones and microphones rather than the computer's inbuilt audio. Earphones and microphones assist in muffling background noises and focus the participants' attention on what is being said.
  • Notify the group in case someone else enters the room. This provides all participants with a sense of security and privacy regarding the discussed subject.


Viewing interfaces: personal or collective

Once all members are in attendance, before the actual meeting begins, it is best to ask all participants to make sure their viewing interface is displaying all participants' video feed rather than only the speaker (e.g. Zoom's gallery view).

Note: this viewing option operates optimally using a computer, less so using cellphone. Therefore, participants should be instructed to take part in the meeting via their computer.

This viewing interface's advantages include:

  • It simulates the participants' sitting around the conference table, familiar to the participants from working in person
  • Enforces the engagement of those speaking at the moment as they seen at all times
  • Enables members to recognize situations in which two participants are trying to talk, yet only one member's words are being transmitted
  • Meeting managers benefit from the gallery setting, as they can identify members have yet to speak or are positioned in a way which makes it difficult to view them. This allows the manager to turn to these participants and allow them to offer their opinion.

Interpersonal skills in online meetings and remote instruction

Online work meeting interfaces differ from sitting in a class or conference room. Nevertheless, paying attention to some issues can enhance the sense of togetherness, a cohesion which enabling the group to advance its objectives:

  • An online interface does not allow us to see the participants' entire bodies, only their face. Therefore, we cannot see whether they are moving uncomfortably or tapping their foot impatiently. However, the system does allow me to clearly view their facial expressions and other nonverbal behavior. These should be considered, as they may express agreement, disagreement, discomfort, etc.
  • It is vital to address these issues in form of a gently inquire and not as a statement. For example, you may ask how they feel about what has been said.
  • Meeting mangers should be aware of participants which have muted their audio system for quite a while. While muting allows muffling background noises in the participants' homes, or its way to express that they sense their voice is not being heard. In these cases, it is best to address the participant directly, not as an instruction or reprimand. We can, for example, say that we have not heard their opinion on the matter and that we value it.
  • An online meeting interface allows one to see not only everyone else's face, but their own face as well. People become very aware of how they are perceived by others during meetings. This can be addressed and discussed: how do I view myself? What strengths do I recognize when reviewing myself during meetings? Are my interjections useful and significant? For many, this is an opportunity to discuss a subject seldom discussed openly.

In conclusion, I wish to share my optimism regarding managing online meetings, remote instruction, and online direction via online meeting systems. I feel that these meetings are helpful, effective, and most importantly allow the economy to conduct itself despite circumstances.

We at ROM Knowledgeware will gladly offer our assistance by instructing and presenting those interested with further tips on managing online meetings and instruction. Mutual support, making knowledge accessible and cooperation are more vital than ever!




The coronavirus pandemic presents us with formidable challenges, indirectly and directly affecting several sectors of our economy as reflected directly in local and global stock markets.

The capital market's high volatility has placed financial institutions' call centers' representatives in the line of fire. They must face confused, angry, fearful, and occasionally helpless customers who are, in turn, facing huge losses. Managing a financial institution's call center's knowledgebase requires constant updating and accuracy. This is always true, due to the need to meet the high regulatory demands of the capital, pension, and insurance market. In times of peril, such as now, these demands are coupled with the uncertainty generating great volatility, causing an overload on the call centers. This is due to a substantial increase in customers calling to perform urgent operation such as withdrawal, shifting banking tracks, etc. This requires the representative to be ever more precise and provide full and professional information regarding their questions such as balance inquiry, rights actualization, restriction, taxing, etc.


5 main principles to adhere to when managing a financial institution's call center's knowledgebase during a crisis:

  1. Defining the relevant professional partners in the organization to feed precise data and coordinate expectations: times of crisis lead to intraorganizational chaos, especially at the beginning. Crisis also leads to changes which cause some of the parties we have previously turned to feed and receive the professional knowledge were transferred or released. Therefore, it is vital at first to understand who are the relevant professional parties with which we will have to work in order to feed in the most precise information. It is important to define new work procedures and coordinate expectations.
  2. Prioritizing and setting schedules to update details: during times of crisis and emergency when vital information may change frequently, it is important for an organizational knowledgebase's manager to know to update the most relevant and urgent data as quickly as possible. Usually, task prioritizing is performed at the beginning of each day. However, during times of crisis it is best to check up on this data several times a day as well as ask the relevant professional parties in the organization. One platform that may help keep this data up to date is news flashes, i.e. notifications containing short segments of data.
  3. Using short, simple, and precise phrasing: creating updated, short information items requires simple, clear, and precise writing as call representatives must withstand the overload and take the lease time to provide the fullest, most precise, and most comprehensible data.
  4. Retaining the organizational digital interface uniformity: all financial institutions are steadily shifting to digital interfaces, yet this crisis has made the need to present a digital interface all the more prominent. Therefore, when constructing a knowledge item to be used by a customer service representative it is vital to make sure that this data matches the data on the company website. Furthermore, some of these items are to be sent via email and be applied digitally.
  5. Flexibility, creativity and longevity: a time of emergency is usually characterized by constant changes, and requires work in unconventional and unexpected settings (such as working at home with the kids around), organizational changes which require working with other interfaces in the system and generally multitasking in a state of frequent change. For the information to be precise and correct we must be able to think clearly, initiate, be creative and most importantly utilize longevity and flexible thought.


I wish us all a speedy return to more peaceful days.

Written by Rom Knowledgeware
Fax 077-5020772 * Tel 077-5020771/3 * Bar Kochva 23 st., Bnei Brak Postal: 67135