Stellar Stars – Reflections of a Center CIO Mike Bolger (KSC) and Kelly Carter (HQ) August 16, 2011.
Stacy Bolger, VP, Employee Experience, MaritzCX Jason ... · 10. Webinar Agenda • Discuss common...
Transcript of Stacy Bolger, VP, Employee Experience, MaritzCX Jason ... · 10. Webinar Agenda • Discuss common...
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Healthcare is Changing. Why Aren’t Your Patient Experience Scores?Stacy Bolger, VP, Employee Experience, MaritzCX
Jason Macedonia, VP, Healthcare and Patient Experience, MaritzCXFebruary 6, 2020
Elevating the Human Experience in Healthcare
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- The Beryl Institute
Defining Patient Experience
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www.theberylinstitute.org
PX Continuing Education Credits
• This program is approved for 1 PXE.
• In order to obtain patient experience continuing education credit, participants must attend the program in its entirety and complete the evaluation within 30 days.
• The planning committee members and presenters have disclosed no relevant financial interest or other relationships with commercial entities relative to the content of the educational activity.
• No off label use of products will be addressed during this educational activity.
• No products are available during this educational activity, which would indicate endorsement.
This webinar is eligible for 1 patient experience continuing education (PXE) credit. Participants interested in receiving PXEs must complete the program survey within 30 days of attending the webinar. Participants can claim PXEs and print out PXE certificates through Patient Experience Institute. As an on demand webinar, it offers PXE for two (2) years from the live broadcast date.
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www.theberylinstitute.org
Our Speakers
Stacy BolgerVP, Employee Experience
MaritzCX
Jason MacedoniaVP, Healthcare and Patient Experience
MaritzCX
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February 6th, 2020
Healthcare is Changing. Why Aren’t Your Patient Experience Scores?
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Webinar Agenda
• Discuss common reasons patient experience scores remain stagnant
• Identify employee initiatives that can help move the patient experience needle
• Discover program best practices from well-known brands in other industries that can be translated to healthcare
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Common Experience Program Challenges
Lack of ability to capture real-time
feedback
Respondents not informed feedback used for changes
Lack of ability to measure the full
experience
Not inclusive of all possible
respondents
Not connecting organizational
metrics
Lack of coordinated action planning across
the organization
Lack of consistency in obtaining feedback
Inability to see data / lack of data sharing
or availability
No demonstrated action taken from
feedback
Irrelevant / unactionable items
still asked
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Current Benchmarks – Misleading View of Performance
Government
Source: MaritzCX CX Evolution Study, MaritzCX CX Standards Survey, Multiple Industry Studies
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Program Best Practice - Touchpoint Expertise
Care Facility
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Best Practices Covered Today
54
32
1 Enhance Participation and Response
Leverage Real-Time Insights
Take Action with Purpose
Service Recover & Impress
Get Dynamic and Diagnose
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PATIENT(Experience)
Your People Make the Difference
EMPLOYEE WELL-BEING:“Creating an environment to promote a state ofcontentment which allows an employee toflourish and achieve their full potential for thebenefit of themselves and their organization.”
LEADERSHIP(Communication)
Participation & Response
Real-Time Insights
Taking Action
Dynamic & Diagnostic
Service Recovery5
4
3
1
2
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The Nature of Healthcare Employee Voice
ColleagueCaregiver
Quality & Safety Advocate Community Member
PatientParent
Manager
Friend
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EX for Impact on the Employee
Business & Patient
Outcomes
Company Vision and Leadership
Health System Team &
Environment
Personal Needs & Motivation
Employee Experience
VoE: Insight into the Patient Experience
Training & Awareness
Patient Experience
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EX for Impact on the Patient
Business & Patient
Outcomes
Company Vision and Leadership
Health System Team &
Environment
Personal Needs & Motivation
Employee Experience
VoE: Insight into the Patient Experience
Training & Awareness
Patient Experience
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Participation & Response Rates
1
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Program Best Practice – Pre-Notifications
PX EX
Automated call to all sampled patients
CEO voice recording -• Demonstrate
gratitude• Share impact
• Invite participation
• Build goodwill
Video notice reminders and survey intro videos
Personalized executive message -• Demonstrate
gratitude
• Build trust
• Share impact
• Encourage participation
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Program Best Practice – Give Respondents A Voice On Their Terms: Flexibility with Purpose
Portal Opt-In
Website Intercept
Social Media
OnlineEmail
Dynamic Text
QR Code
Tablet& Kiosk
Video & Audio
PXEX Intranet /
Benefits Portal
GlassdoorReviews
Pulse Text Topics
Nursing Stations
Break Room
Posters
Capture Stories / Manage Social
Team Branded / Custom
Branching
Recruit / Careers Website
Website / Health Content
Public Yelp /
Google Reviews
Patient Reminders
Waiting Area
Posters /Concierge
Cards
Waiting Areas /
Check-In
Patient Portal /
MyChart
Patient-Specific
Diagnostic / Custom
Branching
Capture Ideas /
Document Rounds
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Program Best Practice - Branded, Personalized Design
PX EXPromote & identify what is measured
• Personalize to the patient
• Include dynamic options
Make surveys relevant at the team level
• Use Team Identifiers• Reflect uniqueness &
nuances: • Environments• Interactions• Initiatives
Surveys Tailored to the Respondent
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Real-Time Insights
2
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Program Best Practice - Real-Time Insights: QR Codes
Scan this QR Code
Patient feedback helped us design this waiting room experience.
While you wait, please provide feedback about this waiting room.
Scan this QR Code
Memorial Hospitalimplemented 27
new tactics last year based on employee ideas.
Keep them coming!
27Reinforce ideas were heard/used with employees
Encourage idea sharing anytime
Auto-tag to location or employee
PX EXBranded to highlight changes
Promotes Visitor / Companion Feedback
Real-time response offers opportunities at immediate service recovery
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ONBOARDING
DELIVERY OF CARE
Program Best Practice - Humanize Employee Experience
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Program Best Practice - Leverage Specific Listening Tools: PX Delivery Survey
Processes/Procedures
Service Incentives
Consistency Formal Improvement Programs
Specific Goals Technology Exceeding Patient Expectations
Other
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ONBOARDING
DELIVERY OF CARE
PATIENT RECOGNITION
OF EMPLOYEES
ADVOCACY BOARD / PUBLIC
COMMENTS
PX FEEDBACK-MAPPED EMPLOYEE
IDEA SHARING
PATIENTSERVICE
RECOVERY
FORMER EMPLOYEES AS
PATIENTS & VOLUNTEERS
Program Best Practice - Assess Feedback Holistically
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Taking Action
3
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Program Best Practice – Phased Tactics Road MapDomain Discipline Best Practice PHASE 1 PHASE 2 PHASE 3
Impact Customers’ perceptions of value are measured relative to their expectations and competitors’ perceived value.Insight Emotional categorization of reviews, text, and chat provide insights to customers' feelings and enables quantitative analysis.Impact All information from prior interactions is captured and used to anticipate customer needs for each transaction.Insight Customer and non-customer expectations are continually tracked via designed research.Insight Longitudinal quantitative and qualitative customer feedback is tracked across all interactions and touchpoints. Impact Customers are active advocates for the brand as demonstrated by membership in loyalty programs, user groups, and forums.Design Standard procedures and process documentation are coordinated across the organization, and available real-time to employees.Design Customer Journey Mapping and Blueprinting are used to develop customer-focused processes.Delivery Processes are measured against operational metrics, transactional customer feedback, and competitor benchmark performance.Delivery All employees are empowered to handle standard and non-standard customer situations as needed.Design External research is used to identify touchpoints, moments of truth, and performance expectations as input to process designs.Delivery Trend analysis and key indicators are used to predict process failures and launch preventive actions.Goverance Use of an overriding customer measure which can be evaluated against overall targets and benchmarked across programs.Goals Leadership visibly demonstrates support for CX programs and executives have compensation linked to CX metrics.Goals The financial returns of the CX program are tracked as a strategic business investment.Goverance Compliance with CX policies and standards is monitored, and enforced through digital mechanisms.Goverance A cross-functional CX Steering Committee coordinates company-wide programs and prepares CX guidelines.Goals The company mission, vision, or strategy includes CX targets relative to industry benchmarks and cross-industry leaders.Development Customer-facing employees must complete specific training modules based on their individual CX feedback.Development Appropriate CX certifications are viewed as mandatory qualifications in hiring and promotion decisions in customer-facing rolesRewards Quantified CX performance improvement tied to business impact is a formal component of individual performance reviews.Rewards Employee recognitions for outstanding customer service occurs regularly based on formal customer feedback programs.Rewards CX improvement and results versus plan are formal factors in compensation adjustments and bonus determination.Development Voice of Employee feedback is regularly collected across the organization and correlated with CX performance.Analysis CX technologies track customer experience and provide department-, team-, or employee-specific analysis.Action CX data and analysis are directly integrated into other operational systems.Action CX technologies incorporate industry specific action planning tools, a library of best practices, and ongoing tracking functionality.Action Hierarchy, authorization, and customization provide CX tools and reporting that is specific to the individual employee.Analysis Raw source data are automatically cleaned, transformed, and imported into CX technologies with proper sampling and weighting.Analysis CX technologies leverage artificial intelligence and machine learning to proactively recommend specific actions.
Cust
omer
A
lignm
ent
CX
Proc
esse
sCX
Stra
tegy
CX
Tale
ntCX
Te
chno
logy
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Program Best Practice - Detailed, Employee-Owned Action Planning
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Dynamic & Diagnostic Capture
4
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The Survey is part of the Experience!
Program Best Practice - Dynamic, Diagnostic Patient Surveys
• Visual cues
• Invitation ‘quick start’
• Branching logic
• Dynamic comment capture
• Promote detailed story
• Option for follow-up
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Program Best Practice - Dynamic, Diagnostic Patient Surveys
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Program Best Practice - Dynamic, Diagnostic Patient Surveys
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Program Best Practice - Dynamic, Diagnostic Patient Surveys
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Diagnostic Surveys with Staff Attribution
Promotes focus on key topics and colleague recognition.
Diagnostic, branching logic to capture key areas for focus:
• Culture• Safety• Diversity• Advancement• Communication• Innovation• Trust• Autonomy
PX EXPatient-friendly focus and length.
• Measures what the patient identifies as drivers of experience
• Diagnoses specific aspects of the experience
• Provides connections to providers that reinforce positive encounters & promote story-sharing
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Service Recovery
5
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Program Best Practice - Service Recovery
Capture Feedback as needs and issues occur
Assess & document real-
time needs
Empower immediate
employee actions
Empowers all employees to respond to needs
Illustrates caring / compassion with urgency
Amplifies the impact of care offered
Establishes deeper connection with patient
PX EX
Individualized for patients, family, visitors
Creates a powerful, positive memories
Demonstrates actions against expectations
Can include real-time and post care follow-up
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Program Best Practice - Rounding
• Did you perform a round in Room 200?
• Was the patient awake or asleep?
• Meaningful connection made with patient:
• Observations for service follow-up on patient needs:
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Program Best Practice - Service Recovery Sources
Scan this QR Code
Patient feedback helped us design this waiting room experience.
While you wait, please provide feedback about this waiting room.
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Program Best Practice - Service Recovery Tracking1. Document and respond2. Identify systematic needs3. Determine root causes (driver analysis)4. Track time to resolution5. View data with unit PX results6. Document at patient level
0h 26m
Root Cause Tracking Service Recovery Status Avg. Time to Resolution Volume by LocationVolume over Time
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Program Best Practice - CRM Integration
1. Link data to CRM contacts and accounts
2. Consider data available (e.g., in person, survey, call center)
3. Create cases based on patient requests, comments, alert triggers
OVERVIEW
1 2
3
4
5
CustomerInvited
CustomerResponds
Metrics & CommentsAssociated
Case Triggeredfor Action
Share Insightswith Frontline Employees
SURVEYINVITATION
SURVEY CONTACT
CASE
DASHBOARD
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What We Covered Today
1 Use modern tactics & tech options to improve/widen participation
2 Leverage real-time collection for faster insights & impact
3 Take action with purpose & clear documentation
4 Allow for deeper insights and experience diagnosis
5 Recover & impress in the moment
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Connect with us atThe Beryl Institute
PX Conference in April!
www.maritzcx.com/patient-experience
Stacy [email protected]
Jason [email protected]
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www.theberylinstitute.org
Thank you for participating