Employee Engagement: A Central Driver in Your Patient Experience Efforts
Deanna Frings, Vice President, Learning and Professional Development, The Beryl InstituteStacy Palmer, Senior Vice President, The Beryl Institute
April 27, 2017
Improving the Patient Experience
2
Defining Patient Experience
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PX Continuing Education Credits
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.
• In order to obtain patient experience continuing education credit, participants must attend the program in its entirety and return the completed evaluation.
• 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.
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Our Speakers
Deanna Frings, Vice PresidentLearning and Professional Development
The Beryl Institute
Stacy Palmer, Senior Vice PresidentThe Beryl Institute
Employee Engagement: A Central Driver in Your Patient Experience Efforts
Discussion
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• Review highlights from the 2017 State of Patient Experience benchmarking study
• Discuss the focus on employee engagement as a central driver in experience efforts
• Share what organizations are doing to support all who work in healthcare
What We’ll Cover
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Share what organizations are doing to support all who work in
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Who We Are
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The Beryl Institute is the global community of practice dedicated to improving the patient experience through collaboration and shared knowledge.
Engaging over 55,000 people in more than 55 countries
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Our Commitment
As a community, we commit to:
• Elevating the importance of experience across all care settings
• Generating, collecting and sharing ideas and proven practices
• Engaging a broad range of voices and views
• Putting patients, families and care partners first
• Recognizing the value of the entire healthcare team
• Reinforcing experience encompasses quality, safety, service, cost, and outcomes
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Clinical Outcomes
Financial Outcomes
Consumer Loyalty
Community Reputation
EXPERIENCE
Wolf, Jason A. PhD (2016) "Patient experience: Driving outcomes at the heart of healthcare,”Patient Experience Journal: Vol. 3: Iss. 1, Article 1.
Available at: http://pxjournal.org/journal/vol3/iss1/1
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State of Patient Experience 2017
Purpose & Methodology
• The overall purpose of this study was to determine what healthcare organizations are doing to improve the Patient Experience (PX) across the continuum of care.
• The Beryl Institute and Catalyst Healthcare Research collaborated on this important research initiative
• Online survey: Approximately 40 questions
• Survey period: Jan. 5 – Feb. 5, 2017
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Prepared in partnership with
Respondent Profile
• 1644 Total Respondents• US Hospitals : 944• Non-US Hospitals : 246• LTC : 64• Practices : 106
• 49 US states + DC represented in this study
• 26 Countries represented covering 6 continents• Top 5 outside US included Canada, United Kingdom, Australia, Brazil and Saudi Arabia
• 36% of respondents were directors or managers• 17% were nurses, physicians, or other clinical team members• 11% were C-suite members or other senior leadership
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Report Findings
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Download at www.theberylinstitute.org/PXBENCHMARKING
The State of Patient Experience is Strong
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Experience efforts expanding and now integral part of fabric of our healthcare efforts
Patient experience remains a top priority, with a focus on employee engagement now a central driver in experience efforts.
Leadership/culture now significant motivators vs. mandates/requirements, with recognition of impact of patient/family voice and caregiver engagement
Role of PX leaders and use of a formal definition on the rise
PX being recognized as integrated effort that drives clear and measurable outcomes
And YOU are at the heart of it!
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The focus on PX is growing
1%
18%
56%
26%
Not yet started Just beginning Established / making someprogress
Well established
Q: Which of the following stages best describes the current state of your organization’s patient experience efforts? (n=1320)
All segments
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PX remains top focus, engagement leaps forward
13%
14%
19%
21%
22%
22%
37%
46%
82%
Accountable Care Organization (ACO) development/implementation
Physician recruitment, employment, and retention
Construction / capital improvements
Population Health
Staff/Nurse recruitment and retention
Electronic health or medical records / Meaningful Use / IT
Cost management/reduction
Employee engagement / Employee satisfaction
Patient Experience (Quality/Safety/Service)
Q: To understand where organizations are focusing their activities, efforts and actions, please review the items listed below and identify what you believe will be your organization’s TOP 3 priorities for the next 3 years. Please select only the top three priorities. (n=1242)
All segments
46%
82%
Employee engagement / Employee satisfaction
Patient Experience (Quality/Safety/Service)
Employee engagement fastest growing priority
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32%
22%
40%
27%
46%44%
58%
35%
US Hospitals Non-US Hospitals LTC Practices
2015 2017
Q: To understand where organizations are focusing their activities, efforts and actions, please review the items listed below and identify what you believe will be your organization’s TOP 3 priorities for the next 3 years. Please select only the top three priorities. (n=1242)
Integrated view of PX supported AND expanded
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44%
17%
13%
11%
10%
9%
44%
79%
85%
87%
89%
89%
Cost Management
Employee Engagement
Safety
Quality
Service
Patient/Family Engagement
Somewhat To a great extent
Q: To what extent should patient experience encompass each of the following: (n=1111-1124)
All segments
Impact of PX expands to human experience
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40%
39%
31%
28%
31%
18%
19%
17%
17%
44%
51%
60%
62%
66%
77%
78%
80%
81%
0% 20% 40% 60% 80% 100%
Physician engagement and retention
Financial outcomes
Employee engagement and retention
New customer attraction
Clinical outcomes
Consumer loyalty (likelihood to recommend)
Community reputation
Reducing patient and family anxiety
Customer service
Somewhat To a great extent
Q: To what extent do you believe Patient Experience efforts have a positive impact on each of the following? (n=927-936)
All segments
Leadership & culture expands, while stress emerges
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2013 2015 2017
Strong, visible support“from the top"
62% 52% 48%
Formal PX structure or role 30% 35% 46%
Positive Organization Culture na na 36%
Formal process review & improvement focused on PX
44% 36% 33%
Having clinical mgrsvisibly support PX efforts
55% 43% 31%
US Hospitals
2013 2015 2017
Other org priorities reduce emphasis on PX
46% 49% 42%
Cultural resistance todoing things differently
42% 46% 39%
PX leaders are pulledin too many other directions
48% 38% 34%
Caregiver (i.e., physician, nurse, etc.) burnout & stress
na na 33%
Lack of sufficient budgetor resources
26% 26% 28%
DRIVERS ROADBLOCKS
Q: Which of the following, if any, have been most successful in supporting your organization’s Patient Experience efforts? Please select the top three. (n=706)Q: Which of the following, if any, have been the biggest roadblocks to supporting your organization’s Patient Experience efforts? Please select the top three. (n=697)
39%
Engagement leaps to top in achieving positive PX
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Highly engaged staff/employees
Healthy, positive and strong organization
culture
Purposeful and visionary leadership
Clearly defined behavioral expectations
Inclusion/Engagement of patient and family voice
68%
52%
44%
32%34%38%
54% 62% 29% 22%
US Hospitals 2017
US Hospitals 2015
Q: Which of the following are most important for achieving a positive Patient Experience? Please select the top three. (n=703)
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Employee Engagement
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Achieving Positive Patient Experience
• Is employee engagement a top priority in your organization?
– Please enter your response in the poll
• Define or describe an engaged employee.
– Please enter your comments in the chat.
• What are your challenges with Employee Engagement?
– Please enter your comments in the chat.
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An integrated view…
Safety
CostOutcomes
Quality
Service
An integrated view…
…and priorities for action Amenities
Processes
Interactions
PeoplePatientsFamily
Community
Personal Interactions(People)
Operational Processes(Process)
Superior Amenities(Place)
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An expanded perspective…
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Employee Engagement Framework
Discussion
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What Can You Do
• Declare your vision & purpose…and ACT to it!
• State your expectations & the consequences for inaction…and live to it!
• Recognize that in every interaction regardless of role, you have the choice to make…
and own it!
< PROVIDE CLARITY
< ENSURE ACCOUNTABILITY
< DRIVE OWNERSHIP
Discussion
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Provide Clarity
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• Finding opportunities for your staff to connect to purpose is one of the most impactful things a leader can do in building a high performing team and achieving success.
• Explain to your staff what patient experience means to you, why you believe it to be important and how you see their roles contributing to positive experiences everyday.
• Facilitate a discussion on the importance of viewing everything they do from the patients’ perspective. This can be done through a simple reflective activity.
Discussion
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Connecting to Purpose
• Unplanned Visit to the Emergency Department• How are you feeling?
• What are thinking?
• What are your immediate needs?
• What questions and worries do you have?
Discussion
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Ensure Accountability
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• Your associates want to be successful and as leaders, setting clear expectations in the context of their role and responsibilities is critical to ensure their success.
• There are many ways leaders can work with their teams to adapt these expectations in the context of their role and responsibilities. This goes along way to their success in living it out everyday.
Discussion
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Setting Clear Expectations
1. Explore with your Associates – “WHY”
2. Activity: “An Experience Planning Tool”
• This can be done during a staff meeting, daily huddle or individual coaching session.
• Focus on an expectation and have your team identify all the ways they currently achieve this expectation.
• Than have them create a second list sharing ideas that would take it to the next level and improve on the current state.
• Repeat this exercise focusing on one expectation each month.
“In order to meet or exceed the expectations of the patients and families we serve, we must meet or exceed the
expectations of our people.”
ABM Associate Handbook
Discussion
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Drive Ownership
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• We understand the power of choice and recognize that in every interaction, you have a choice to make and so does your staff.
• So what is your responsibility as a leader to guide your team in making the best choices?
• A powerful way to drive ownership is never let a positive moment go unrecognized.
Discussion
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Share Stories and Celebrate
Share your passion for the
PX
Celebrate your stories
Demonstrate your
unwavering commitment
to your values
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Employee EngagementExamples From Other Organizations
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Jennifer Scott, MHA, PMPProgram Manager, Seattle Children’[email protected]
A father’s request
Provider Experience
Family ExperienceWe wouldn’t go anywhere else for our children’s care.
I wouldn’t want to work anywhere else.
CONNECT vision
Advancement/recognition/compensation
Scholarship
Collaboration with colleagues
Being in service to others
Practicing my craft
Relationships with patients and families
6th
Plac
e5t
hPl
ace
4th
Plac
e3r
dPl
ace
2nd
Plac
e1s
tPl
ace
Ranked Importance of Factors contributing to Job Satisfaction
Faculty survey
Relationships with patients and families1st
Plac
e
•Inspire• Hearts & Minds • Video
•Inform• Self assessment, in person observation, patient satisfaction data
•Empower• Workshops• Sustainment
• Coaching • Maintenance of Certification (MOC)
CONNECT program overview
Patients & Families
Providers & Staff
Delicate balance
“In order to meet or exceed the expectations of the patients and families we serve, we must meet or exceed the expectations of our people.”
Guiding Principle
What matters to you?
• What does a good day look like to you?
• What is one thing we can do right now to make more good days?
• What gets in the way of a good day?
Discovery Sessions
• Meet one new person each day• Elevator observations• Outlook photos• Staff video• RECESS!
Quick wins
Burnout
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Char Ryan, MHA, CPXP Patient Experience and Employee Engagement Officer
Keck Hospital of [email protected]
Create a beyond Create a beyond exceptional experience exceptional experience across the continuum of across the continuum of care, whereby; our care, whereby; our patients, our families and patients, our families and our colleagues feel our colleagues feel KNOWN as a our colleagues feel our colleagues feel KNOWN as a KNOWN as a member member member of KNOWN as a KNOWN as a member member our Trojan Family.
Defining the Patient Experience
Keck Service Ambassador Program A Keck Service Culture Ambassador recognizes service excellence across Keck
Medicine, inspire others to embrace and model our service culture and elevates our Cardinal and Gold Standards to sustain the culture.
• Daily Huddles• Core Measure Initiatives• Awareness Campaigns• Employee of the Month• Do No Harm Campaign
• Daily Huddle Sheet revitalization
• Rewards and Recognition• Keck Culture Training
Content Feedback• Professional
Development
• Patient Experience Week• Spirit Team Events• Department Celebrations,
i.e. Potlucks, Recognition Boards
• Volunteer at Community Benefit Events
Keck Medicine Initiatives
Ambassador Working Group
Volunteer Employee
Engagement Events
Daily Huddle Sheet
Reinforces Keck Service Culture and provides relevant information for all employees across the health system by sharing ideas, recognizing colleagues and reinforcing best practices.
Magnet Monday
Tech Tip Tuesday
WOW Wednesday
Topic of the Week Thursday
Feature Staff Friday or R3 Friday
Trojan Bucks: On the Spot Recognition
Criteria: Open to all employees and volunteers Peer-to-Peer recognition
Trojan Bucks are distributed to all leaders and
are available to all staff
Completed Trojan Bucks are deposited
into pickle jars Monthly raffle for $25 gift cards
Monthly report sent to leaders
of Trojan Buck recipients
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In Closing
What keeps you engaged in patient experience?
Thank you for all you do.
Thank you for participating!
Please look for a post- webinar evaluation coming soon.
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Thank you for participating