Posts Tagged ‘customer service’

Creating Relationship Value through the Patient Experience (Part 3 of 5)

Thursday, January 21st, 2010

How high have you set the bar of satisfaction for the patient experience?  Here are what some other healthcare organizations are saying on their websites, this January (2010) about their view of the patient experience:

Cleveland Clinic

“Patients are the purpose of our work, and Cleveland Clinic has embarked on an ambitious plan to examine and improve every facet of the patient experience. This effort encompasses every point of contact between patient and provider, from parking to prescription pick up.”

Johns Hopkins Health System

“Our quest for excellence isn’t limited to the treatments we provide. Several initiatives are under way at Hopkins to help physicians, nurses and staff to deliver the best possible service to customers.”

Gettysburg Hospital

“Gettysburg Hospital is ramping up its commitment to patient satisfaction with the aid of a qualified specialist. Tracy Lee joined the hospital last September as director of patient experience. Lee tracks patient satisfaction survey results and develops strategies for improvement.

Lee explained that many health systems have placed renewed emphasis on patient satisfaction in recent years.  A federally mandated consumer survey known as HCAHPS—the results of which are available to the public—has driven that trend.

“We all know what it’s like to either be a patient or have a loved one in crisis, and I enjoy helping make that experience a better one,” she said.”


These three organizations could not be more different from one another. And yet is placing special emphasis on the patient experience.  Each of them are defining that experience as beyond taking care of a patient clinically:

  • “…every point of contact between patient and provider.”
  • “Excellence isn’t limited to treatments we provide.”

When a patient visits the hospital or a doctor’s office, that individual experiences a series of events that often overshadow the actual contact with the medical provider. On a recent medical visit , I spent 15 minutes with the physician and 45 minutes “in process” once I entered the office – time at reception, time in the waiting room, time with the med technologist, time waiting in the exam room and time checking out after the visit.  It is easy to see how a good interaction with the physician can be overtaken by less than stellar service interactions.

You have heard me say that service is the marketing and that phrase is so true when it comes to the patient experience.  If you patient leaves happy, they will consider the experience positive and likely share that with their friends and family.  They will probably want to be your patient for a long time and will refer others to you. Their positive experience will create a long-lasting relationship value for them.  If your patient leaves grumpy, none of these good things happen.  In fact, a patient is more likely to share bad service news than good news and in telling their friends and family, you are on your way to a poor reputation.

So, think about, how high is your patient experience bar?


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The Patient Experience – First Impressions

Sunday, November 1st, 2009

My neighbor shared with me her recent experience of investigating a new primary care practice.  She was somewhat dissatisfied with her current provider and thought she would “stop by” another practice and just get a feel for the service.  She told me that she never even compared the two physicians or the medical service because she stopped short at the reception desk.  The receptionist hardly greeted her and was not at all friendly.  My neighbor went no further.  She told me that she likes the friendly greeting she receives at her current physician’s office and the warm welcome she receives whether on the phone or in person makes enough of a difference for her to stop comparing.  She made her choice based on the receptionist not the physician.

As a health care worker, you are probably shaking your head and saying to yourself that this patient doesn’t know what is important and wondering why my neighbor would decide on a service provider based on something so trivial?!  The thing is you have a broader concept and more information than my neighbor.  You might well chose your physicians based on their medical reputation but most people can’t or don’t base their decisions on medical aptitude.  They don’t have the knowledge to easily make that assessment so their selection criteria ends up being more superficial and typically service oriented.

As the medical provider, you can do one of two things:  1) be smug and feel sorry for my neighbor and the thousands of other people like her and do nothing to help them get past this first impression snafu or 2) you can recognize that there are a few hurdles that need to be met so that my neighbor and others are not stopped short of the actual medical service.

I hope you choose option two.

The first few minutes a prospective patient has in your office sets the stage for the future with that individual. You want to help that individual get past the greeting and feel good about what is to come next.  Think about the routine that happens in your office when a new patient comes in for the first time.  Are they “routinely” greeted and given a clipboard with your patient form and asked to sit down and complete the paperwork?  This is the standard in most offices.

What would happen if your office personnel changed their routine and treated that newcomer as a guest – someone special – who deserves attention.  Since most people come into the office for a specified appointment, it should not be difficult to greet them by name  (i.e. “Good afternoon, Mrs. Smith, we have been expecting you.”)  And if someone you don’t know shows up, the greeting should be just as warm but helpful and inquisitive (i.e. “Welcome to North Shore Medical, is there something I can help you with?”)

Go past the greeting moment and put your guest at ease.  Here are a few ideas to get you started:

  • Ask to take their coat.
  • Ask if they had any problem with the directions.
  • Provide a brief tour of the office if they are new (this is our reception area, here is our lab for blood draws, patient exam rooms are all equipped with x, y and z and the doctor will confer with your in his office as you will see shortly, etc.
  • Introduce the patient to other personnel, if convenient.
  • Take a marketing moment and stop by the doctor’s diploma and mention that Dr. Smith is board-certified in X and is one of the few physicians who does Y.  We are so very proud of him. (Whatever makes you special is a good thing to share and also by having your staff member relay this information, it reflects on the team-like atmosphere of your practice and underscores the important professional information.  This act reinforces the good decision your new patient has made in selecting your practice for their health care needs.)
  • Offer the patient refreshments.
  • Give them an expectation for what comes next (i.e. “We will be checking your blood pressure and other vital signs shortly, but first why don’t you sit here for a few moments and look at some of our patient education materials while we prepare for you.”)
  • You don’t ask them to complete the paperwork, because you have sent it out in advance so that the team has time to be familiar with the new patient prior to walking into the exam room.

All of this takes only a few minutes and not only puts your patient at ease but might even “wow” them with the difference.  Instead of leaving your new patient alone with paperwork, you have provided an appropriately warm, engaged, professional first impression.  And if my neighbor happens to be shopping by to compare, imagine the story she will tell me and ten of her other friends?



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Expanding Your Geographic Reach

Thursday, September 24th, 2009

Do Your Homework

If you are extending your market, are you ready for it? Many hospitals tell me they are interested in extending their reach and developing a referral network within a distant market. Many of these hospitals have outreach personnel “selling” their services in those markets. This kind of outreach says “we are ready and you will like us!” On the other side of the equation, the physician and prospective patient give substantial forethought when going outside of their market and traveling for care. When this happens, your hospital has to be ready in ways you may not have considered.

For example, the coveted out of market patient has just experienced a surgical procedure and is ready to go home after a long day. All of the medical components to the visit worked well. There was a scheduling snafu so the actual procedure was delayed for a couple of hours so, it is 6pm when this patient is released. The drive home for this patient is in excess of an hour. What is likely to be extended or different for this type of patient?

Will the drive home require special handling – could the patient get dizzy or need to sleep? Should the patient be advised to spend the night in town? Will your hospital pharmacy be able to deliver normal expectations for this out of primary market patient? Can an educational element be added to make the sometimes two to three hour round trip be of more value?

What will the family member do if instructed by the discharge nurse that they should have a prescription filled before getting home. There was no pre-thought to the distance this patient would travel and no consideration to the fact the patient might need to access meds long before arriving home. What if the hospital pharmacy is closed? Ask yourself, is this the medical provider’s responsibility to think this through or the patient’s? If you want to please and impress that out of market patient and want others from that market to come, small details need to be considered that may see minimal but for the patient, they can be monumental.

Follow-Up

While all organizations provide discharge instructions, are these easy to understand, well organized and patient-friendly? Not to mention legible? Again, this is part of the lasting impression your hospital provides, make it count. It is also of considerable value – on the service side as well as effective medical care to have a provider or nurse conduct a follow-up call with the patient to discuss comfort and questions. This conversation can go a long way in helping a nervous patient have appropriate re-assurance and even un-do a negative service experience. This is also a great opportunity to collect input – just how did the visit go? Any issues? Logging issues from this first check-in conversation can serve as a service benchmark.

The Patient Experience – See It Through Their Eyes

Check, check your systems – are they as convenient as you believe? Does the parking valet or the receptionist believe they are “delivering” on your promise? If you are going to work hard to get the patient in the door, make sure you are delivering on the promise. Don’t have your hard work un-done with simple service elements. The patient is experiencing medical care and the associated service. For that patient, they are weighing the value and inconvenience of traveling out of their known market with the entire experience they have at your institution. You want to meet their effort head-on and leave them satisfied and maybe even a little surprised!

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As a Specialist, Who Is Your Customer?

Friday, April 10th, 2009

Health care is a unique industry for many reasons. One interesting element in health care is just who is the customer? The answer to that question resides in the actual perspective. For most primary care physicians, the customer is the patient. But then, moving down the referral chain, things get a little tricky. For the specialist and the hospital, the customer is the referring physician and the patient.

Specialists do have the dual customer responsibility but in most cases, the patient will return to the primary care physician to resume their long-term relationship. While many primary care physicians report that they jointly decide with the patient where to refer patients, the bulk of referrals still remain the responsibility of the primary care physician. Because patients are both accustomed to the advice of their primary physician and his/her knowledge of the medical community, their main concerns are how long before they can obtain an appointment and will the specialist take their insurance?

In terms of outreach and practice growth, knowing how the referral process works between patient and primary care physician informs us that the specialist should be paying very careful attention to the primary care physician as the customer. In our work in network and referral development, we repeatedly hear from primary care physicians that the things they care most about when referring is access and communication.

Access and communication sound simple enough but in practice they are apparently difficult. Often primary care physicians will indicate that if they did not receive appropriate feedback, they will drop the specialist from their referral list. One area that causes significant frustration is when a secondary referral occurs without discussion with the primary care physician. Physicians refer to those who send the patients back, don’t refer the patient elsewhere and communicate promptly and directly with the referring physician.

Developing a relationship with your referral sources takes time. If you practice in a personal community hospital environment, it is easier to get to know your referral sources through less formal connections. With more hospitalist programs, however, those informal interactions are less likely to occur in the hospital. Efforts have to be more systematized in an academic medical center to understand the needs and expectations of the referring physician.

Consider keeping a database contact list of your referral and potential referral sources. Specifically ask them about their expectations and communication preferences. Note the names of their office manager/practice assistant who typically will be charged with facilitating the referral. If you provide more customer service to your referral sources, they will continue to refer patients to you and they will share their positive results with their primary care colleagues.

Your customer is always your patient but the way to more patients is through the referring physician.

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