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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

www.theberylinstitute.org 3

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.


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


• 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

8

Share what organizations are doing to support all who work in


Who We Are


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


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


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

www.theberylinstitute.org


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


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


Report Findings


Download at www.theberylinstitute.org/PXBENCHMARKING

The State of Patient Experience is Strong


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!


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


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


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


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


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


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


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)


Employee Engagement


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.

26

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)


An expanded perspective…


Employee Engagement Framework

Discussion


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


Provide Clarity


• 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


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


Ensure Accountability


• 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


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


Drive Ownership


• 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


Share Stories and Celebrate

Share your passion for the

PX

Celebrate your stories

Demonstrate your

unwavering commitment

to your values


Employee EngagementExamples From Other Organizations


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

http://www.dreamstime.com/register?jump_to=http://www.dreamstime.com/royalty-free-stock-image-happy-doctor-image7531716

http://www.facebook.com/VidaAire

http://www.facebook.com/VidaAire

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

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwijgru55MrRAhUB5GMKHXqoCIsQjRwIBw&url=http://pulse.seattlechildrens.org/5-things-you-should-know-about-a-social-workers-role-at-a-pediatric-hospital/&psig=AFQjCNGpeyPuVPKvszsq4bMgfMmo_MlitQ&ust=1484796890784297

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


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


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.


Thank you for participating

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