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

- The Beryl Institute

Defining Patient Experience

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.

www.theberylinstitute.org

Our Speakers

Stacy BolgerVP, Employee Experience

MaritzCX

Jason MacedoniaVP, Healthcare and Patient Experience

MaritzCX

February 6th, 2020

Healthcare is Changing. Why Aren’t Your Patient Experience Scores?

10

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

11

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

12

Current Benchmarks – Misleading View of Performance

Government

Source: MaritzCX CX Evolution Study, MaritzCX CX Standards Survey, Multiple Industry Studies

13

Program Best Practice - Touchpoint Expertise

Care Facility

14

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

15

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

16

The Nature of Healthcare Employee Voice

ColleagueCaregiver

Quality & Safety Advocate Community Member

PatientParent

Manager

Friend

17

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

18

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

Participation & Response Rates

1

20

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

21

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

22

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

Real-Time Insights

2

24

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

25

ONBOARDING

DELIVERY OF CARE

Program Best Practice - Humanize Employee Experience

26

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

27

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

Taking Action

3

29

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

30

Program Best Practice - Detailed, Employee-Owned Action Planning

Dynamic & Diagnostic Capture

4

32

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

33

Program Best Practice - Dynamic, Diagnostic Patient Surveys

34

Program Best Practice - Dynamic, Diagnostic Patient Surveys

35

Program Best Practice - Dynamic, Diagnostic Patient Surveys

36

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

Service Recovery

5

38

39

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

40

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:

41

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.

42

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

43

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

44

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

45

Connect with us atThe Beryl Institute

PX Conference in April!

www.maritzcx.com/patient-experience

Stacy Bolgerstacy.bolger@maritzcx.com

Jason Macedoniajason.macedonia@maritzcx.com

Thank you for participating!

www.theberylinstitute.org

Thank you for participating