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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.

  • www.theberylinstitute.org 6

    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

    www.theberylinstitute.org 8

    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 Well Cover

    8

    Share what organizations are doing to support all who work in

  • www.theberylinstitute.org 9

    Who We Are

    www.theberylinstitute.org 9

    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

  • www.theberylinstitute.org 10

    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

    www.theberylinstitute.org 10

  • 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

  • www.theberylinstitute.org 12

    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

    www.theberylinstitute.org

    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

    www.theberylinstitute.org

  • Report Findings

    www.theberylinstitute.org

    Download at www.theberylinstitute.org/PXBENCHMARKING

  • The State of Patient Experience is Strong

    www.theberylinstitute.org

    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!

  • www.theberylinstitute.org

    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 organizations patient experience efforts? (n=1320)

    All segments

  • www.theberylinstitute.org

    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 organizations 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

    www.theberylinstitute.org

    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 organizations TOP 3 priorities for the next 3 years. Please select only the top three priorities. (n=1242)

  • Integrated view of PX supported AND expanded

    www.theberylinstitute.org

    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

    www.theberylinstitute.org

    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

    www.theberylinstitute.org

    2013 2015 2017

    Strong, visible supportfrom 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 organizations 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 organizations Patient Experience efforts? Please select the top three. (n=697)

    39%

  • Engagement leaps to top in achieving positive PX

    www.theberylinstitute.org

    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)

  • www.theberylinstitute.org 24

    Employee Engagement

  • www.theberylinstitute.org 25

    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)

  • www.theberylinstitute.org

    An expanded perspective

  • www.theberylinstitute.org 28

    Employee Engagement Framework

  • Discussion

    www.theberylinstitute.org 29

    What Can You Do

    Declare your vision & purposeand ACT to it!

    State your expectations & the consequences for inactionand 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

    www.theberylinstitute.org 30

    Provide Clarity

    www.theberylinstitute.org 30

    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

    www.theberylinstitute.org 31

    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

    www.theberylinstitute.org 32

    Ensure Accountability

    www.theberylinstitute.org 32

    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

    www.theberylinstitute.org 33

    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

    www.theberylinstitute.org 34

    Drive Ownership

    www.theberylinstitute.org 34

    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

    www.theberylinstitute.org 35

    Share Stories and Celebrate

    Share your passion for the

    PX

    Celebrate your stories

    Demonstrate your

    unwavering commitment

    to your values

  • www.theberylinstitute.org 36

    Employee EngagementExamples From Other Organizations

  • www.theberylinstitute.org 37

    Jennifer Scott, MHA, PMPProgram Manager, Seattle ChildrensJennifer.Scott@seattlechildrens.org

  • A fathers request

  • Provider Experience

    Family ExperienceWe wouldnt go anywhere else for our childrens care.

    I wouldnt want to work anywhere else.

    CONNECT vision

    http://www.dreamstime.com/register?jump_to=http://www.dreamstime.com/royalty-free-stock-image-happy-doctor-image7531716http://www.facebook.com/VidaAirehttp://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

  • www.theberylinstitute.org 47

    Char Ryan, MHA, CPXP Patient Experience and Employee Engagement Officer

    Keck Hospital of USCcryan@med.usc.edu

  • 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 Empl...

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