Date post: | 27-Jan-2015 |
Category: |
Healthcare |
Upload: | siegelgale |
View: | 103 times |
Download: | 0 times |
A Siegel+Gale webinar July 23, 2014
Managing the Hospital In-Patient Experience
2
Our promiseS+G is the simplicity company. We define, design and deliver compelling brand experiences that are both unexpectedly fresh and remarkably clear.
3
We createsimplicity
Research Brand strategy Brand architecture Experience strategy Simplification Content strategy Content development Naming Visual identity Environments Global implementation Employee engagement Digital experiences
4
Rolf M. Wulfsberg, PhD Global Director, Quantitative Research • Nationally recognized expert in survey
research with 44 years of experience • Author of the book Fact-Based Branding in
the Real World: A Simple Survival Guide for CMOs and Brand Managers.
• PhD and MA in statistics from the American University and BA in mathematics and economics from Luther College (summa cum laude)
• Former Rhodes candidate and Woodrow Wilson scholar
• Served as an expert witness before the U.S. House of Representatives and the Pennsylvania Supreme Court
!
5
Rolf M. Wulfsberg, PhD Global Director, Quantitative Research
6
The in-patient experience affects a hospital from both an acquisition and retention standpoint
7
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
8
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
9
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
10
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects 4. Determine the importance of each touchpoint to the overall experience
11
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects 4. Determine the importance of each touchpoint to the overall experience 5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital
12
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects 4. Determine the importance of each touchpoint to the overall experience 5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital 6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact
13
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects 4. Determine the importance of each touchpoint to the overall experience 5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital 6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact 7. Estimate the difficulty and/or cost associated with improvements to each
performance aspect
14
An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints 2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects 4. Determine the importance of each touchpoint to the overall experience 5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital 6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact 7. Estimate the difficulty and/or cost associated with improvements to each
performance aspect 8. Create a plan for short-term, medium-term and long-term improvement
investments
15
Step 1: Create a journey map that identifies the various touchpoints
16
An example of a journey map
17
Siegel+Gale’s nationwide hospital in-patient survey
Last year, Siegel+Gale conducted a nationwide survey of 500 patients or primary caregivers of patients who spent at least one night in a hospital in the previous 6 months
18
Siegel+Gale’s nationwide hospital in-patient survey
1. Scheduling 2. Emergency room 3. Admitting (non-ER) 4. Signage and way-finding 5. Physicians 6. Nurses 7. Technicians 8. Hospital room
9. Testing facilities 10. Patient transport 11. Food 12. Treatment/Procedure 13. Status updates 14. Discharge 15. Billing
The survey explored the in-patient experience with 15 touchpoints:
19
Step 2: Create a list of various service aspects within each touchpoint
20
Example of service aspects for the hospital room touchpoint
a. Level of privacy I/my family member was provided
b. Comfort of the room
c. Cleanliness of the room
d. Bathroom facilities
e. Amount of room for visitors/family
f. Noise level in the room
g. Availability of a working TV in the room
h. Temperature in the room
i. Comfort of the bed
j. Adequacy of storage for personal items
k. Lighting in the room
l. Visitor policies/visiting hours
m. Accessibility of call button and intercom to summon assistance
21
Step 3: Measure the satisfaction with each touchpoint and each aspect of service within the touchpoint
22
Traditional measurement focuses on a single touchpoint
Typically, a hospital measures the in-patient experience by conducting transactional surveys of patients who recently experienced a given touchpoint. The problem with this approach is that the various experiences are not independent of each other
23
Consider the following example of a business traveler on her way to an important meeting
1. After being delayed in traffic, she arrived at the kiosks to pick up her ticket only to learn that she has to see a representative at the counter
24
Consider the following example of a business traveler on her way to an important meeting
2. After a long wait in the counter line, she learns that the ticket was issued incorrectly and has to be reissued
25
Consider the following example of a business traveler on her way to an important meeting
3. She then encounters horribly long lines at the airport security checkpoint
26
Consider the following example of a business traveler on her way to an important meeting
4. Once through security, she realizes that her gate is at the end of a very long corridor
27
Consider the following example of a business traveler on her way to an important meeting
5. Upon arrival at her gate, she sees that her plane has already departed
28
Consider the following example of a business traveler on her way to an important meeting
6. She calls the airline customer service number to complain, but the damage has already been done: she missed her meeting
29
The result is an angry customer, but which touchpoint is to blame? If multiple touchpoints, how do you quantify how much each contributed?
• The initial reservations representative?
• The counter agent?
• TSA?
• The customer service representative?
• Someone or something else?
30
Step 4: Determine the importance of each touchpoint
31
Traditional methods of prioritizing touch points
Hospital staff discuss recent patient feedback, complaints, etc., and identify touchpoints that generate the most “noise”
The hospital conducts transactional surveys and compares satisfaction to the stated importance of touchpoints
32
Touchpoints for a hospital patient
33
The fact that different patients touch different sets of touchpoints creates “missing data”
✔
H
✔
✔
H
✔
H ✔
H
✔
✔
H
✔
H
H
34
Siegel+Gale’s nationwide hospital in-patient survey
1. Scheduling 2. Emergency room 3. Admitting (non-ER) 4. Signage and way-finding 5. Physicians 6. Nurses 7. Technicians 8. Hospital room
9. Testing facilities 10. Patient transport 11. Food 12. Treatment/Procedure 13. Status updates 14. Discharge 15. Billing
Take a minute or two and rank what you believe are the top 5 most important touchpoints
35
Nurses have the highest importance of the 15 touchpoints, followed by status updates and the emergency room admission process
21%
16%
13%
9% 8% 8% 7%
7% 5%
3%
1% 1% 1% 1% 1%
0%
5%
10%
15%
20%
25% Share of Importance
36
Step 5: Determine the incidence of exposure and impact for each touchpoint
37
Due to the low incidence of the emergency room among patients who stayed more than one night, ER contributes only 1% to the overall NPS
*Emergency room incidence low due to overnight stay screening criteria
38
Nurses and status updates are the highest contributors to NPS
Share of Impact
39
Touchpoint prioritization map
40
Step 6: Determine the importance and impact of various performance aspects
41
Performance Aspect Map within the hospital room touchpoint
42
Step 7: Estimate the difficulty and/or cost associated with each improvement
43
Performance Aspect Map within the hospital room touchpoint, by difficulty and/or cost
44
Difficulty/Cost summary for hospital room touchpoint
45
Step 8: Create a short-, medium- and long-term improvement plan
46
Q+A
47
@siegelgale
Today’s presenters: Rolf Wulfsberg, PhD Global Director, Quantitative Insights [email protected] Jessica Kirk, Vice President [email protected] Related links: www.siegelgale.com
We offer
• Research • Brand strategy • Brand architecture • Experience strategy • Simplification • Content strategy • Content development • Naming • Visual identity • Environments • Global implementation • Employee engagement • Digital experiences
siegel+gale siegel+gale
The most important element nurses can contribute is responsiveness to requests
48
1%
1%
3%
3%
4%
6%
11%
13%
15%
18%
25%
0% 5% 10% 15% 20% 25% 30%
Explaining my/my family member's situation in language that I could understand
The access I/my family member was given to the nurse(s)
The extent to which it was clear that I was interacting with a nurse vs. a physician, technician
Willingness to answer my questions openly and honestly
Friendliness of the nurse(s)
Frequency of the nurses' checkups
Amount of time they gave me/my family member during the stay
Attentiveness of the nurse(s)
The extent to which I felt the nurse(s) understood my/my family member's situation
Respect shown to me/my family member
Responsiveness to requests and/or issues
Attribute Contribution – Nurses
8.58
8.88
8.68
8.74
8.73
8.73
8.88
8.85
9.01
8.82
8.98
Attribute Satisfaction
siegel+gale siegel+gale
Frequency and timing of Patient Updates with combat the anxiety that affects satisfaction
49
5%
10%
17%
18%
22%
27%
0% 5% 10% 15% 20% 25% 30%
Consistency of information received from various hospital staff members
The extent to which the hospital staff communicated about my/my family member's situation in language
I could understand
Willingness of the hospital staff to answer questions about my/my family member's condition openly and
honestly
Availability of technology to communicate status updates (e.g., beepers, electronic status boards,
etc.)'
Length of time between a procedure/test/etc. and receiving a status update from the hospital staff
Frequency of updates about my/family member's situation
Attribute Contribution – Patient Status Updates
8.58
8.88
8.68
8.74
8.73
8.73
Attribute Satisfaction