Communicating Effectively: Strategies to Ensure the Quality of Communication with Patients
-
Upload
tracebytwsg -
Category
Health & Medicine
-
view
647 -
download
0
description
Transcript of Communicating Effectively: Strategies to Ensure the Quality of Communication with Patients
Communicating Effectively: Strategies to Ensure the Quality of Communication with
Patients
Blair WrightExecutive VP, Business Development
The White Stone Group
Defining Patient Experience
Key ElementsStakeholders
Influences
So…What is the Patient Experience?
Key Elements
InteractionsThe orchestrated touch-points of
people, processes, policies, communications, actions, and
environment
CultureThe vision, values, people (at all
levels and in all parts of the organization) and community
PerceptionsWhat is recognized, understood
and remembered by patients and support people. Perceptions vary based on individual experiences such as beliefs, values, cultural
background, etc.
Continuum of CareBefore, during, and after the
delivery of care
Critical to the understanding and application of this definition is a broader explanation of its key elements
SOURCE: A REPORT ON THE BERYL INSTITUTE BENCHMARKING STUDY, THE STATE OF PATIENT EXPERIENCE IN AMERICAN HOSPITALS 2013: POSITIVE TRENDS AND OPPORTUNITIES FOR THE FUTURE,
JASON A. WOLF, PH.D., PRESIDENT
A Clear Priority
SOURCE: A REPORT ON THE BERYL INSTITUTE BENCHMARKING STUDY, THE STATE OF PATIENT EXPERIENCE IN AMERICAN HOSPITALS 2013: POSITIVE TRENDS AND OPPORTUNITIES FOR THE FUTURE,
JASON A. WOLF, PH.D., PRESIDENT
But Still Lacking Structure
SOURCE: A REPORT ON THE BERYL INSTITUTE BENCHMARKING STUDY, THE STATE OF PATIENT EXPERIENCE IN AMERICAN HOSPITALS 2013: POSITIVE TRENDS AND OPPORTUNITIES FOR THE FUTURE,
JASON A. WOLF, PH.D., PRESIDENT
Mostly Managed by Committee
SOURCE: A REPORT ON THE BERYL INSTITUTE BENCHMARKING STUDY, THE STATE OF PATIENT EXPERIENCE IN AMERICAN HOSPITALS 2013: POSITIVE TRENDS AND OPPORTUNITIES FOR THE FUTURE,
JASON A. WOLF, PH.D., PRESIDENT
Not Just Another Initiative
“Experience is not just another initiative you can measure and plan your way through, it requires direct, personal and in-the-moment efforts
to achieve the greatest results.”
SOURCE: A REPORT ON THE BERYL INSTITUTE BENCHMARKING STUDY, THE STATE OF PATIENT EXPERIENCE IN AMERICAN HOSPITALS 2013: POSITIVE TRENDS AND OPPORTUNITIES FOR THE FUTURE,
JASON A. WOLF, PH.D., PRESIDENT
What Impacts Patient Experience?
Patient’s perception of healthcare goes beyond excellent medical attention
Patient experience goes beyond beautiful facilities
Consumers spending more income on health premiums and out-of-pocket costs
Patient Experience & Profits
According to Press Ganey,patient satisfaction and profits are positively correlated, and hospitals can increase profits by 2-5% by improvingpatient satisfaction.
Value of Patient Loyalty
Positive patient experiences formulate
loyalties
Patient loyalty influences future decisions about
choosing a healthcare provider
Consumerism and patient choice are the
epicenter of future revenue opportunities
Self-pay revenue impacts the entire organization’s net
patient revenue stream
Value of Patient Loyalty
Lifetime Value of the Patient Relationship• Net provider revenue generated by a patient in their
lifetime
U.S. averages• Individual: $193,000• Average 2.7 person household: $521,000
Impacted primarily by patient’s level of loyalty to the provider
How is it Formed?
“Comprised of every impression and encounter a patient (or family member) has with your health system.
“Whether it's making a phone call for additional information, scheduling an appointment,
“or whether your website is easy to navigate, every interaction impacts patient perception.”
Communication: Are You Getting Through?
First & Last ImpressionsPerception of Care
Impact of Communication
Revenue Cycle Impact
Pre-service communications set the
tone for the entire encounter
Post-service communication may be
last touch point a patient has with the organization
These interactions are about health and money; two of the most emotional subjects we deal with as humans.
Setting the Tone
• Obtain correct information• Schedule and register patient appropriately• Ensure services are covered and reimbursed
Patient experience begins in
Patient Access
• Staff scripted with opening and closing scripts
• Specialized training in customer service
First phone call or
face-to-face sets the tone
Physician scripts Consents and authorizations
Insurance benefits verification
Prior authorization Notification of admission
Patient out-of-pocket estimate
Financial Counseling/Medicaid
Eligibility
Identify payer sources
Patient Access Touch Points
Patient Expectations
Information regarding benefits
Prior auth and/or precert completed prior to service
Knowledge of costs and out-of-pocket expectations
Services are covered by insurance company
10 Most Common Patient Complaints
Difficulty scheduling an appointment
Long wait times
Rude or uncaring staff
Lack of coordination of care
Poor/ineffective treatment
Uncomfortable or unclean environment
Billing problems
Unprofessional conduct
Poor patient-provider communication
Unreturned calls
Perception & Clinical Satisfaction
93% Satisfiedwith Clinical
Satisfied with Billing Experience
63% Satisfied with Clinical
Source: “Study Shows Link between Patient Satisfaction with Billing Experience and Clinical Satisfaction,” Executive Insight, ©2011.
Unsatisfied with Billing Experience
Perception of Care
3 of 4 patients rate hospital quality based on perception of care
rather than objective measures.
Source: Professional Research Consultants, National Consumer Perception Study, 2006.
HCAHPS & Communication
The strongest predictor of overall HCAHPS scores is how patients rate provider
communication skills.
Source: Bavis and Fulton, Press Ganey Whitepaper, 2008.
Patient Financial Communications
New Best Practices
NEW – Patient Financial Communications
Release of new industry-wide best practices for improving and standardizing how healthcare organizations communicate with patients about financial issues
Best practices developed by group representing healthcare organizations, physicians, payers, and patient advocates
Healthcare organizations have the opportunity to achieve adopter recognition to demonstrate core commitment to best practices
Just announced Oct. 29, 2013 at HFMA MAP event in Fort Lauderdale
Patient Financial Communications Best Practices
“These common-sense best practices bring consistency, clarity, and transparency to patient financial communications, and outline steps to help patients understand the cost of services they receive, their insurance coverage, and their individual responsibility.”
Time of Service
Pre-Registration Discussions
Maintain a thread of registration, insurance verification and financial counseling discussions
If these discussions took place during pre-registration, no need to repeat
All Settings
Incorporate compassion, patient advocacy and education in all patient discussions
Use standard language to guide staff in common types of discussions
Resolve issues face-to-face when able
Measurement Criteria for Best Practices
Ensure compliance through observation, monitoring and tracking of results
Cover all relevant parts of the Patient Financial Communications Best Practices in evaluation
Consolidate reports from all and share with executive leadership
Strategies to Ensure Effective Communication
ScriptingRecording
Quality Review
Scripting
Impact of Key Words at Key Times
Clear, Accurate Communication
Call recording
Face-to-face communication
QA reviews
Quality measures, competency reviews
Training
Voice Recording
Authorizations, certifications, referrals
Physician calls
Verbal orders from on-call physicians
Scheduling calls
Pricing hotline/estimates
Patient calls on nurse help-line
Calls in Emergency Department
Customer service calls
In-person encounters
Quality Assurance
Perform consistent, objective QA of communication; quickly pinpoint issues & training needs
• Score cards and reports: Track and trend quality scores by team, agent or focus area
• Review with staff: Share recordings and reports for training and performance improvement
• Performance evaluation: Tie QA scores to employee evaluations, incentives & recognition
Quality Assurance – Sample Scorecard
Not Just What You Say…but How You Say It
3 Levels of ListeningEffective ListeningCare & Empathy
Drilling Down: Active Listening
• Level 1 – Not hearing, not listening• Level 2 – Hearing, not listening• Level 3 – Hearing and listening for:• Content – the stated needs• Intent/Emotion – the unstated
needs
3 Levels of
Listening:
What makes an effective listener?
Don’t interrupt, don’t jump to conclusions
Ask the right questions
Take notes
Concentrate, prepare in advance
Use interjections or acknowledgements
Check your attitude
Care & Empathy
95% of the time….WHAT you say and HOW you say it determines the outcome of the interaction
Take ownership – you are there for them
Assure – you will handle their situation
Paraphrase – acknowledge what they have said so they know you are listening
Thank You!
Questions?
Contact:Blair Wright
Executive VP of Business DevelopmentThe White Stone Group, Inc.
www.TraceCommunication.com
Resources
More information about strategies to improve patient experience are available through the organizations listed below:
• The Beryl Institute – www.berylinstitute.org• Baptist Leadership Group – www.bhclg.com• Association for Patient Experience -
www.patient-experience.org/