Posts Tagged ‘patient experience’

Don’t Rely on Intuition, Ask!

Tuesday, May 11th, 2010

You surely do have a good sense about your patients or referring physicians but why not obtain good information in absolute terms?  Having solid market intelligence  is a healthcare marketing essential and enables us to make the best choices in our service offerings, pricing and tactics.  Most of us believe we have a good understanding of the healthcare market we serve.  And while that is true, it is not totally true.

Way too many of us cut the corner of simply making assumptions and neglect to ask our customers what is really on their minds about our healthcare service. We are missing out on good opportunities to continually improve and grow our services.  I often hear the lament of how frustrated primary care physicians are about the lack of feedback they receive from consulting physicians or patients who tell their friends their frustration about the service they didn’t receive at their doctor’s office but don’t tell the people who can fix the problems.

Get in the habit of seeking feedback.  Whether positive and negative, feedback, can help tune work processes and services to better suit your current and future patients/customers. Obtaining feedback can move your healthcare organization from ordinary to extraordinary.

Varying Methods of Collection

There are many different ways to obtain the feedback.  There are several different on-line services that you can use such as SurveyMonkey or PollDaddy. Using such a site will help you create a survey of any size with the option of conducting analysis once the data is collected.  Or consider creating a quick survey on your website asking key questions or instill a face to face feedback moment at the end of a visit – give them a form or ask them to meet with one of your staff members to go over some service oriented questions.

Questions to Ask

Once you are in the habit of seeking feedback from your customers, you will seek out input on a variety of things.  Typically you will want to know about how your service is valued, what are road-blocks in the delivery of that service?  What can be done better and what is already done well.  Your questions will reflect what your interests are but here are some example questions:

  • How old are you? (knowing this information can help you tailor the delivery of your service based on generational differences.)
  • Why did you choose us as your service provider?
  • How long did you have to wait before you were provided with an appointment?
  • How would you rate your overall satisfaction with our service?
  • How would you rate the overall customer service you received?
  • Did you consider any alternatives to our service? If so, how did you make your decision?
  • Are you familiar with our website? (This can lead to several other website questions)
  • What do you wish was different about our practice/service?
  • Would you recommend us to your friends and family?  Why/why not?

The Last Thing to Consider

What do you do with the data once you have collected it?  Be sure to systematically analyze the information you are receiving.  Set up studies so you can chart improvement and catch problems early on. Thoroughly review data to determine if you should change services, personnel, customer service efforts. Your patients are a great source of insight for your continued and future success as a healthcare provider.


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Guest Post – Making or Breaking Your Customer Experience

Tuesday, February 16th, 2010

Intuitively, we all know that we need happy employees to deliver great customer service.  That intuition is also backed by extensive research that also validates this conclusion.  But, do you really know and understand what it takes to create that happy employee?

The American Society for Hospital and Human Resources Administrators recently released a study of the workforce trends for the year 2015.  Entitled, “Strategy Trumps Shortage”, they came to the following conclusions:

  • Work processes will need to be redesigned
  • Retention of existing staff is critical, even those able to retire
  • Companies must do the right things to attract the new generation of worker

While on the surface, these conclusions don’t seem to be much different from what we have heard in the past, when you put them into the context of the current generational shift going on in the work force, they are actually quite relevant.

Let’s start with work processes…By 2015, the majority of our workforce will be made up of Generation Y and Millennials.  These generations thrive on independence, rapid feedback and a desire for balance between their work and personal lives.  They are much more likely to judge their organizational experience on individual relationships…not on the overall organization.  Therefore, they will chose to work for places where they can exercise their creativity within a flexible work environment.  Are you designed to meet their needs as an employer, or does a top down, hierarchical environment best describe you?

Thinking about retention of staff, one of the greatest expenses a company incurs is in losing a staff member.  The hard costs of a turnover include the money spent to fill the gap until a person is hired (overtime, temporary staff), training time for the new person, loss of productivity during the training period and others.  While some turnover is good, it’s key to understand who you are losing.  If it’s your good people, something in your environment needs to change.  Your good people can always find a job, and they are the ones providing the great experiences for your customers.  You cannot afford to lose them.  Find out what motivates your top performers to stay.

What about attracting the new generation of worker?  As noted above, the newest generations look for a workplace that will allow them the freedom to not only do their jobs, but to also design how they would like to do those jobs.  While there are certain requirements and rigor to each job, it’s important to look at where you can be flexible.  While tradition is important, doing things the same old way just won’t endure.

To meet these challenges, the study noted that there are certain leadership approaches that will be necessary to create environments so that employees will be energized and focused on providing your customers with great experience.  Some of those traits include:  an appetite for change, the desire to engage the workforce, the thirst for innovation and an approach that welcomes new generations to the workplace.  Do your leaders possess these traits?

To best serve your customers, you must best serve your employees first.  Make it a focus for 2010 and you will see great results!

OUR GUEST BLOGGER:  Catherine Baumgardner has extensive experience in leading operations of clinical services for a regional health system, and in consulting with clients to develop and implement strategies that will deliver desired results. Her outstanding skills in customer service culture development and implementation have made her a favorite choice with her clients.  If you are looking for someone with a strategic awareness to customer experience and operational excellence, Catherine is a good person to contact.  She recently started her own consulting firm, Catherine Baumgardner and Associates and we are pleased to have Catherine as our first guest blogger!

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Workflow That Signals Your Healthcare Organization is Working to Better the Relationship with Your Patients/Physicians (Part 5 of 5)

Thursday, February 11th, 2010

The goal is a deeper relationship with the consumer.  We have been discussing creating customer value for the last four posts. Let’s go one final step.  Borrowing from the principle that a well-tuned and consumer centric service IS the marketing, take a deeper look at how your organization’s work flow alerts your consumer that you care – or don’t care.

Prior posts have enumerated the value of a customer relationship management (CRM) systems and how important your front line personnel are to enhancing your relationships.  Go a little further in your thinking and look at your entire work flow process but do it from the eyes of your consumer.  “Mystery shop” your own service and see how it feels to be the referring physician or the patient.  What are the gaps in service?  Do all of your employees recognize that their primary goal is to make the consumer feel good? Are there clogs in the process?  Does the patient or the physician have an easy vehicle in which to make suggestions?  Is your service fixed or do you recognize the need for constant refinements?

Intense competition makes it harder for healthcare organizations to keep their consumers satisfied and loyal. Simply put, better service results in happier physicians/patients which results in repeat business and increased revenues. Use your workflow to enhance the consumer’s experience and to make them happy.  Don’t get caught in the trap of focusing on the business goals that are pressing but make sure you have the basics being met for your patients and physicians.  Is your workflow process focused on achieving the organization’s business objectives and less concerned with improving customer relationships?

Look at your process by first identifying customer needs. Consider what work should be done, who should do it and if there is technology that can support the work and make the process more efficient.  Keep in mind that the healthcare consumer is more informed and wants to be more involved in the process.  The patient who listens and follows the doctor’s suggestions without questioning is less and less common.

You may be tempted to tweak your process here and there but consider a strategic look at the entire process and how it feels from your consumer’s reference point.  If you examine the who, what and where of your operations, you might be pleased and surprised by the changes you can make.

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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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Creating Relationship Value: Do You Treat Your Patients Differently Than the Competition? (Part 2 of 5)

Tuesday, January 12th, 2010

If you are a hospital marketer, you might be thinking, as you ponder the title question, that you obviously treat your patients differently because you have different service lines or have an amazing orthopedic surgeon who attracts referrals from a wide reach.  And, of course, that is a good thing.  But is there an 80/20 rule at work when you think of your competition?

In the majority of cases, patients choose your service or your practice because someone they know suggested it – the old “word-of-mouth” rule.  Whether that person is their primary care physician or their Aunt Millie, that referral gets the patient in the door.  That’s where the 80/20 rule comes into play.  That referral is only 20% of starting the relationship.  What happens next to that patient creates the bulk of their sentiment toward your service.  It sets the platform on whether they will come back and what they will say to their family and friends.

Fortunately or not fortunately, in health care, we have a pretty low bar when it comes to the patient experience.  While you might want to make a site visit to your competition and see what they are actually up to when it comes to the 80% factors, you can run down the following list and ask yourself the likelihood of any medical organization doing the following things well:

  • Will your patient have an easy time parking?
  • Will it be easy for your patient to make their way to your office?
  • Will your patient be greeted warmly and with rapt attention?
  • Will visit expectations be established and communicated to the patient so there will be few surprises for the patient?
  • Will anyone coming in contact with the patient be polite and attentive and limit conversation to others if not relevant to the patient?
  • Will the patient’s privacy be respected?
  • Will the patient’s comfort be of the utmost concern for all who come in contact with the patient?
  • Will the process and procedure be explained in advance of action and with the patient’s comprehension?
  • Will the service being provided be for the patient’s convenience?
  • Will the providers who come in contact with your patient act as if the patient were a close family friend?
  • Will instructions and expectations for after the visit be explained, perhaps even written,for the patient?
  • Will follow-up calls be made to check-in on the patient after they have gone home?
  • Will family members or those accompanying the patient be kept apprised of the patient’s progress and made to feel comfortable?

You can make your own check-lists and be more specific, but the point is make a difference in the life of your patient by working on those 80% factors that will help the patient prefer your service to your competition’s service. This good and hard work will help the patient choose your organization for other services and establish the foundation for a long-term relationship.


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Compassionate Caring

Monday, December 7th, 2009

Compassionate caring because it matters: listening to those who care and thankful for their teaching voices…

Snow has fallen, holiday lights twinkle and the bustle of the holidays are upon us.  I am thankful for today – a Monday – so I can catch up with myself.  The weekend was too busy!  Too much rushing; too much doing – a lot like each day. Perhaps this holiday season, it won’t just be about the “doing” but a lot more about the “being” and maybe understanding more about “others” and how our actions make a difference in the lives of those others.

So, as a departure from the routine and thanks to Paul Levy’s blog, Running a Hospital, I share this touching acceptance speech by Amy Ship, M.D., a primary care physician, as she is awarded this year’s Compassionate Caregiver Award by the Kenneth B. Schwartz Center. It is an elegant speech full of grace and humanity.  No matter where we are on the healthcare delivery continuum, it is good to consider, “the power of the smallest gesture” and to recognize that there is “no billing code for compassion.”  Thank you, Dr. Ship, for the caring that you exemplify and the teaching that you do.

Below is the Raymond Carver poem that she references and quotes in her speech:

What the Doctor Said

He said it doesn’t look good
he said it looks bad in fact real bad
he said I counted thirty-two of them on one lung before
I quit counting them
I said I’m glad I wouldn’t want to know
about any more being there than that
he said are you a religious man do you kneel down
in forest groves and let yourself ask for help
when you come to a waterfall
mist blowing against your face and arms
do you stop and ask for understanding at those moments
I said not yet but I intend to start today
he said I’m real sorry he said
I wish I had some other kind of news to give you
I said Amen and he said something else
I didn’t catch and not knowing what else to do
and not wanting him to have to repeat it
and me to have to fully digest it
I just looked at him
for a minute and he looked back it was then
I jumped up and shook hands with this man who’d just given me
something no one else on earth had ever given me

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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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Time – The Patient’s Perspective

Friday, May 29th, 2009

Patients see time differently than most providers. They care about how much time they spend in the waiting room and how much time they spend with you. If you are working on an enhanced patient experience, you may want to consider the patient’s point of view.

Areas that patients pay particular attention to include how long it takes to get an appointment, how responsive you or your staff are on returning phone calls, the timeliness of lab results and the actual time spent during an appointment, as mentioned above.

You should take each of these measurable points and create goals for your office. Make the goals from the patient’s perspective not the office perspective. Most patients don’t like waiting more than 15 minutes. Many prefer to spend more time being seen than waiting in the waiting room/exam room.

You should not just take your patient’s word for it, you should have a good idea on your performance. One easy way to do this is to periodically track the patient flow in your office. You do this by recording the actual appointment time, the patient’s arrival, when the patient is placed in an exam room and the actual time the patient spends with the physician. If you track patients in this way for a week, noting the causes for delays, you will have a data supported picture of how much time the patient spends and where. After you have tracked, determined the average. If it is too high, you need to take some corrective action.

If you have too much waiting time for the patient, look at your scheduling habits. Are you scheduling your appointments with enough margin? Are you scheduling enough time for certain appointment types?

Make sure the time you spend with your patient is meaningful. Patients prefer that providers make eye contact with them versus their chart. Use their name to add warmth and help them feel connected to you. Try to answer all of your patient’s questions and do this without resting your hand on the door knob or looking at your watch. A good tactic is to conclude by asking your patient if they have any additional questions – they feel some closure to the visit and are less likely to feel rushed. Those un-asked questions often turn into phone calls which take more time and energy from your office to answer so best to do it at the visit.

One other very important tactic is to follow-up on questions/labs/phone inquiries rapidly. Your office’s responsiveness will go a long way in enhancing the patient experience. If they believe they will receive a returned call by day’s end as a routine, you will help them feel confident in their relationship. Instruct your staff to indicate when a returned call will take place helping to set the patient’s expectations. If the physician is booked with patients for the entire day, it is important to communicate that the returned call won’t come until early evening. If the call is requesting lab or test results, help the caller understand that the practice waits for the results and when the results are likely to be made available. Again, help your staff to remember that patients might be anxious waiting for information and need careful and patient handling.

Whether providing information, responding to questions or facilitating visits, keep your perspective tuned toward the patient. Your sensitivity will help you maintain good relations with your patients and within the community.

 

 

 

 


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Changing the Market with Information

Monday, March 30th, 2009

If you agree with the notion that the more difficult or serious a “purchase,” the more likely the consumer (patient) will research, then it is up to healthcare organizations to provide more information. It is up to providers to lead and help the patient/community member focus more on health and less on disease state.

Hospitals and healthcare organizations need to be where their prospective patients gather and that’s where the social web comes into play. Share and become the advocates for your patient community. Become the healthcare organization that is a trusted member of the prospective patient’s world. The patient experience comes well before the patient actually sets foot into a doctor’s office, a lab or the hospital. The prospect can learn about the hospital (or the physician), become acquainted with it as a health resource and develop a relationship that will make it natural for referrals and actual patient visits to follow.

Social media makes it easy to listen and interact with prospective patients. There is an amazing amount of “chatter” going on. You can sit in your own waiting rooms to hear some conversations or you can listen and learn via social media sites. What are prospective patients thinking about their health status? Or are they thinking about it? Do they have concerns about primary care? About EMRs? Or are they thinking about how much something will cost?

Market intelligence via social media can be meaningful and can be well measured. If you have a hospital blog – what is the viewership? If you publish an article on fitness, how many downloads did that article have? Monitor how often your organization’s name (or that of your competitor’s) is mentioned on Twitter. Most of these metrics cost the time it takes to assemble the data.

If the healthcare organization positioned itself as a resource or even as the new community hub (albeit a virtual hub) how much value would be added for individuals to have a guide to their healthcare needs/concerns?

The bottom line should be how to help our patients and physicians find what they need – even if we are not it. It is a more global goal and one that moves beyond limiting self-interests.

Recent statistics indicate that at least 50% of the population in the United States is actively engaged on the Internet. This number will not be getting smaller. What are you waiting for?

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