What Healthcare Providers Must Know About Consumerism, Access, & Engagement

The last, best consumer experience anyone has anywhere Becomes their minimum expectation for the healthcare experiences they want everywhere

“Your Call May Be Recorded For Quality Purposes”

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The moment a customer hears that statement they know that what is about to happen will not be pleasant.

How Do Customers Access You Today?

Patient Access Today…

A remarkable experience for every pa;ent every ;me (on any device)

Call Center

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Patient Access Tomorrow…


Call Center

Customer Portal

Mobile Strategy

Social Media

Customers Don’t Want…

! Better faxing processes

! Quicker responses to snail mail

! Faster talk times

67% of callers are frustrated before they even make the call

75% of customers are frustrated are frustrated after they speak with an agent

How Do People Rate Access?


Ease of Access Process Efficiency

Process Consistency

Clinical Outcomes

Con;nuity of Care Customer Service

Mobility

Process Transparency

What Are The ROIs Of Patient Access?


Improve retention & referrals

Reduce Admissions & Readmissions

Reduce Back Office Support Costs

Revenue Assurance

Customers Have To Work Hard To Meet Their Needs ! Find the phone number

! Find my account number

! Use the IVR—’Your call may be recorded for quality purposes’

! Wait on hold, Be transferred, Wait on hold

! Repeat my information

! Fight business rules that conflict with their needs

! Hope the agent does what they need done

! Rinse and repeat

Customer Experience…

The future started a decade ago. The best CX firms recognize:

! Web and mobile have overtaken all other channels

! 56% of adults use online communities

! Web Chat provides a low friction interaction with an agent

! Call centers have become the escalation channel, and those calls are more complex

! Customers use an average of three channels to resolve customer issues

What Do Customers Do If…?

! They do not want to call

! The hours are not helpful

! Calling isn’t efficient or effective

! The agents can’t meet their needs

! They’ve called repeatedly to meet their needs

How Do Companies Measure CX Success?

! Average handle time

! Average talk time

! Percent of repeat calls

! Percent of abandoned calls

! Average wait time

Companies measure efficiency—speed. Success is equated to the call, not the caller.

How Do Customers Measure CX Success?

Customers want to be able to conduct as much of their business as possible via a mobile, cognitive portal

! Many customers want Average Handle Time to be Zero

! Can I solve my issue without speaking to you

! Can you provide me with real-time answers via chat and video

! Can I solve my issue whenever I want

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Mul;ple calls to several people

Rou;ng requests through mul;ple calls and faxes through several people over several days

Actual ;me Needed to Complete the task

Time Spent By Agent To Complete The Task

Elapsed ;me to complete a task

The Time Invested By A Customer Is A Key Component Of Their Satisfaction

What Do Consumers Question?

! Why do I have to call?

! Why can’t I do everything I need online?

! Why can’t I do it when I want on a device I want?

! Why don’t you know me?

! Why didn’t you ask me what I expect?

What Are The Top CX Challenges?

! 54% say meeting the CX ROI

! 51% say creating s single view of the customer

! 51% sat creating the new CX

! 50% say creating a customer focused organization

! 47% say connecting CX investment to business outcomes

(HBR)

What Are The Biggest Obstacles?

! 41% systems integration

! 37% omni channel complexity

! 33% organizational

! 33% data integrity

! 32% lack of effective strategy & plan

(HBR)

Tying CX To Business Outcomes?

! Businesses with a defined omni channel CX strategy and plan found it to be 67% easier to implement sustained CX improvement

! Leading-edge CX approaches outperform on desired business outcomes by almost double

! The best firms use analytics more effectively

(HBR)

What Is A Vision Of Remarkable CX?

Innovative CX is a remarkable experience for: • Every person • Every time • At any time • On any device

Good Consumerism Is

a strategic tool to drive care, wellness, acquisition & retention

member & Customer Experience

member & Customer Access

member & Customer

Engagement

What Does Remarkable CX Look Like?

The best CX must be Omni-Channel

! Customers demand a choice in access and experience

! Mobile-First, and 2nd and 3rd

! Natural Language processing of select call types

! Effective real-time online and video chat

! Real-time email exchange

! Self-help for simple issues

Remarkable CX Must Be Designed To Be Effective

Most customer experiences were never designed, they simply evolved.

! To design a remarkable experience requires asking customers what they want

! It must be contextually relevant

! Design Thinking is a process that reflects customer expectations

! It should provide a consistent experience across channels

! It should have interactive links to social media

What if Consumers & Members Could Access Their Way?

! 24 x 7 real-time access & engagement

! User-Centered-Design for a great user experience

! Reduces the number of calls & repeat calls

! Triples the customer service hours

! Increases customer acquisition & retention

! Increases customer satisfaction

! Reduces cost per contact

A Vision for Recasting how members & Consumers Manage their Health

Consumers demand a Healthcare Consumerism Model that is: User-Friendly

Portable

Interactive

Omni-Channel

Omni-Present

Habitual

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OFFERING CEO COO CIO CMO CNO PXO CFO CMedO

CX STRATEGY

PROCESS AUTOMATION

CUSTOMER PORTAL

MOBILE ACCESS

CALL CENTER

CRM

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✔" ✔"

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✔" ✔"

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C-‐SUITE POSITION

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✔"

✔"

Needs By C-Suite Position

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ROI MEASURE CEO COO CIO CMO CNO PXO CFO CMedO

INCREASED RETENTION

INCREASED REFERRALS

DECREASED SERVICE COSTS REDUCED INPATIENT READMISSIONS REDUCED OUTPATIENT ADMISSIONS

IMPROVED PHM

✔"

✔" ✔"

✔"

✔"

✔" ✔"

✔" ✔"

C-SUITE POSITION

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ROIs By C-Suite Position

3 Steps To Innovate Consumerism, Access, & Engagement

Define Enterprise-Wide Access/Experience

Strategy Implement Interactive

Digital Access Implement Effective

Voice Access

Create and implement an omni-channel (voice & digital) access and engagement strategy using user-centered-design

• Understand how stakeholders access & engage today

• Meet with executives and their stakeholders to define their requirements

• Create stakeholder personas & journey maps

• Define a vision for access and experience

• Define the access & engagement GAP

• Create the roadmap for change

• Assess the digital effectiveness

• Assess the benefits of an interactive and cognitive digital, mobile-first, and social media strategy

• Evaluate creating a consumer portal in addition to the patient portal

• Evaluate the findings

• Define an implementation roadmap

•  Implement the roadmap

• Assess the effectiveness of the call center(s)

• Recommend what can be improved & the process and technology that should be included

• Evaluate the value of the recommendations

• Define an implementation roadmap

• Use user-centered-design to design a more effective call center experience

•  Implement the findings

Our Approach To Innovating Access

Focus Area Offerings Enterprise-‐Wide Access/Experience Strategy

o  Enterprise-‐wide Touch Point Inventory o  Pa;ent Personas & Journey Mapping o  Touch Point Scorecard o  Experience GAP Analysis o  Enterprise-‐wide Strategy o  Solu;on Road Map

Interac@ve Digital Access o  Design & Build Customer Portal o  Design & Implement Mobile Strategy o  Design & Implement Social Media Experience Programs

Voice Access o  Design Access & Experience Strategy for Call Center o  Define Requirements & Create RFP for CRM o  Select & Implement CRM

Process Elimina@on/ Automa@on

o  Eliminate duplicate, manual and paper processes o  Create automated 2-‐way processes o  Design Change Management Ini;a;ves

Next Steps…

! Define an Omni-Channel Customer Access & Experience Strategy

! Document the Current State

! Define Customer Personas and Journey Maps

! Define the To-Be State

! Create a Roadmap

! Develop a cost-benefit analysis

Excerpts From A Sample Deliverable…

Through interviews and process observa;ons, the following gaps were iden;fied against industry Leading Prac;ces:

Leading Prac@ce Indicator Assessment

Agents are able to complete a caller’s request 95% of the ;me

First contact resolu;on is above 90%

Agents feel respected by the organiza;ons they represent

Agents have the access they need to the organiza;on to be successful

Agents have the tools they need and access to informa;on

The desired pa;ent experience is defined and designed

Standardized policies and procedures exist

Pa;ents call with a belief that their needs will be met

No concerns Some concerns Requires AIen@on

Organizational Readiness Leading Practice Indicators – Patient Access/Experience

Leading Prac@ce Observa@ons / Outcomes Assessment

Customers have the all of the required tools need to meet their needs

!  Customers do not have online or video chat, they cannot email the call center agents, customers cannot complete any transac;ons online, the mobile pla_orm did not employ ‘Design Thinking’ and does not u;lize ‘Responsive Design’

Recommenda@ons

!  Define an effec;ve omni-‐channel strategy that is consistent across each channel !  Design the ‘To-‐Be’ experience using contextual inquiry to capture how customers want to contact you !  Deploy these ‘quick wins’: Online chat, email access !  Define enterprise-‐wide customer requirements for access and engagement


Customer Satisfaction Leading Practice Indicators – Customer Access/Experience

Leading Prac@ce Observa@ons / Outcomes Assessment

First contact resolu;on is above 90%

!  There is no data about how many people have to call back more than once, in part because so many calls are transferred, and because other callers quit calling

!  Conversa;ons suggest more than 30% of the people call mul;ple ;mes, some people call daily.

!  +5,600 people were unable to schedule appointments last year

Recommenda@ons

!  To increase first contact resolu;on the organiza;on must first define the business problems the call center should handle

!  Equip the call center with the tools (IVR, CRM) to allow agents to complete the calls !  Align the opera;ons, policies, processes, and scheduling of the clinics !  Imbed the authoriza;on process within the call center !  Reengineer the referral process !  Place nurses/MAs within the call center to avoid placing callers on hold !  Create a 24 x 7 nurse hotline


Organizational Readiness Leading Practice Indicators – Patient Access/Experience

Together, We Can Redefine Healthcare Consumerism

What Healthcare Providers Must Know About Consumerism, Access, & Engagement

Healthcare

Transcript of What Healthcare Providers Must Know About Consumerism, Access, & Engagement