World Class Service Customer Engagement Journey. Courtney Stevens, Manager, Customer Engagement

Transcription

1 World Class Service Customer Engagement Journey Courtney Stevens, Manager, Customer Engagement

2 Objectives Assess their current patient satisfaction and customer engagement goals and determine a course of action for their individual organization. Develop a menu of customer engagement initiatives that can be introduced, evaluated, and rolled out to meet their specific needs. Employ project management insights to implement innovative and demonstrated concepts around leadership, expectations, and accountability for customer engagement

3 Henry Ford Health System Core Services: Four acute med/surg and Two behavioral health hospitals Henry Ford Medical Group 30 Medical Centers 1200 physicians & scientists 2200 private physicians 1500 MD & DO physician trainees Health Alliance Plan (HAP)

4 Henry Ford Health System Pre- and Post-acute services: Home Health Care Outpatient Dialysis Home Health Products Retail Pharmacies Vision Centers (including retail)

5 Henry Ford Health System By the Numbers (annual): Over 24,000 employees 102,000 admissions to 2,004 beds 418,000 ED visits 3.2 million office visits 88,000 surgeries 285,000 home health care visits 675,000 HAP members

6 HFHS Seven Pillars Mission To improve people s lives through excellence in the science and art of health care and healing. Vision Transforming lives and communities through health and wellness one person at a time. People Service Quality & Safety Growth Research & Education Community Finance THE HENRY FORD EXPERIENCE System Values Respect for people High Performance Learning & Continuous Improvement Social Conscience Each Patient First Core Competencies Innovation Care Coordination Collaboration Organizational Framework Leadership Strategic Patient/ Performance & Staff Safe & Reliable Accountability Planning Customer Focus Knowledge Management Focus Process Focus for Results

7 Customer Engagement Goals Create Strategic, Cultural & Structural Support for Customer Engagement at HFHS Operations to achieve Best-in-class service to our customers among U.S. healthcare organizations. To exceed the expectations of our patients and family members to fulfill our Envisioned Future: Guests will be delighted with the consistency of quality, service and the entire Henry Ford Experience wherever there is a blue sign.

8 HFHS Customer Engagement Journey Time Line Over 24,000 team members trained Over 2,700 providers trained Over 1500 leaders trained Over 500 team members trained -Established CE Steering Committee -Improved target setting process and cascaded Service goal --Transition to HCAHPS Survey --Start system transition to EMR --Feedback Management Database update --Transition to CGCAHPS Survey --Customer Feedback Policy Revision

9 Definition of Customer cus tom er / kǝstǝmǝr/ noun 1. A person or organization that buys goods or services from a store or business. 2. A person or thing of a specified kind that one has to deal with. vs.

10

11 From Customer Satisfaction To Customer Engagement Leadership Competency Model All Leadership Meetings Creating One Henry Ford: Key Results, Cultural Beliefs & Behaviors Leader Rounding (R.E.A.L.) World Class Service: Coaching

12 Leadership Competency Model Models strong personal service skills Develops service skills in others and holds others accountable to uphold the Team Member standards of Behavior Seeks out and uses data from patients, family members and other customers in developing word-class service excellence

13 One Henry Ford - Results Pyramid Costs Growth RESULTS HFHS/HAP Alignment BEHAVIORS/ ACTIONS BELIEFS EXPERIENCES

14 HFHS Cultural Beliefs & Behaviors Take Accountability Create Value Partners In Practice Earn Trust Power Up! Radical Growth! 14

15 HFHS Cultural Beliefs & Behaviors Take Accountability for our patient satisfaction results. Create Value for our customers. Partners In Practice resulting in a better customer experience. Earn Trust with respectful feedback and communication. Power Up! Increase customer awareness. Radical Growth! Create an exceptional HF experience to attract and retain customers. Model strong personal service excellence skills creating a Lasting Impression for our customers. Create an environment that puts patients first by providing the quality of care and comfort we want for our families and ourselves. Seek out and use data from patients, family members and other customers in developing world-class processes and in continuous improvement efforts in service excellence. Develop service skills in others, and hold others accountable to uphold the HFHS Team Member Standards of Excellence. 15

16 Leader Rounding: R.E.A.L Rounding Embraced by All Leaders BENEFITS OF R.E.A.L.: Promote One Henry Ford Experience Better understand the patient experience from the customer s perspective Collect and respond to real time feedback Increase leadership visibility (inter- and crossdepartmental) and identify best practices Engagement with employees and leaders

17 Leader Rounding: R.E.A.L Rounding Embraced by All Leaders When does R.E.A.L. take place? Between 2:00-5:00 p.m. every Wednesday, except for holidays. Where does R.E.A.L. rounding take place? All HFHS inpatient hospitals, including behavioral health facilities. Leaders also round in other patient-facing areas including lobbies, waiting rooms, emergency department, patient testing/registration, billing, etc. R.E.A.L. also takes place at HFHS outpatient sites on a weekly or monthly basis.

18 World Class Service: Coaching World Class Service Content Benefit and effect of coaching Three Types of Coaching: Developmental, Performance, and Corrective Action Various tools and methods for each coaching type Incorporate interactive group discussion, video vignettes, job aid, and role play exercise Partnered with Human Resources Trained over 1,300 Leaders Ongoing embedded into New Leader Academy

19 World Class Service: Coaching

20 From Customer Satisfaction To Customer Engagement The 10 Team Member Standards of Excellence Sharing Customer Stories Huddles / Huddle Boards Mandatory Service Training World Class Service Chief First Impression Officer Culture of Caring

21 Team Member Standards Logo Team Member Standards of Excellence Making the Henry Ford Experience come alive in all we do I am POSITIVE Display a positive attitude I am ACCOUNTABLE Take ownership and be accountable I am a COMMUNICATOR Offer open and constructive communications I am RESPONSIVE Respond in a timely manner I am PROUD Take pride in the System I am RESPECTFUL Respect and be sensitive to privacy/confidentiality I am COMMITTED Commit to team members I am METICULOUS Maintain a clean and safe workplace environment I am INNOVATIVE Foster and support innovation I honor DIVERSITY Honor and respect diversity

22 Sharing Customer Stories

23 Huddles / Huddle Boards

24 Mandatory Service Training World Class Service Content Introduction to CAHPS and Pay for Performance Demonstrated Five Fundamentals of Consistent Communication Model (AIDET) Incorporate interactive activities, video vignettes and role play exercises Train the Trainer Model with internal resources Outcomes: Over 24,000 Team Members and over 2,600 HFMG Providers Trained Ongoing embedded into New Hire Orientation

25 Mandatory Service Training Chief First Impression Officer (CFIO) Content Expectations of CFIO First Impressions 3 Vs of Communication (verbal, vocal and visual) Messaging Delays Courtesy & Respect (Guests and Co-Workers) Service Recovery (HEART Model & De-Escalation) Incorporate interactive activities, video vignettes and extensive role play exercises (with peer and coach assessment) Outcomes: Over 500 Team Members Trained 2015 Refresher course and certification in process including video self assessment

26

27 '10 Q1 '10 Q2 '10 Q3 '10 Q4 '11 Q1 '11 Q2 '11 Q3 '11 Q4 '12 Q1 '12 Q2 '12 Q3 '12 Q4 '13 Q1 '13 Q2 '13 Q3 '13 Q4 '14 Q1 '14 Q2 '14 Q3 '14 Q4 Percentile Rank Registration Clerk Courtesy/Respect Source: Press Ganey, data by visit date, peer group all sites/facilities

28 How HFHS Defines Suffering Suffering includes the physical pain, disability or loss that may accompany illness or treatment, as well as the fear, anxiety, confusion and frustration surrounding the patient experience. -Adapted from Press Ganey

29 Culture of Caring

30 From Customer Satisfaction To Customer Engagement Accountability Structure Service Metrics & Goals Customer Engagement Dashboard Data Transparency

31 Service Metrics and Goals System Service Metric and Goal: Likelihood to Recommend Top Box Secondary Service Metrics: HCAHPS Value Based Purchasing Points HCAHPS Nursing Domain Total Feedback Cases Reported Calculated AIDET scores (for IP only)

32 Customer Engagement Dashboard

33 Jan '12 Feb '12 Mar '12 Apr '12 May '12 Jun '12 Jul '12 Aug '12 Sep '12 Oct '12 Nov '12 Dec '12 Jan '13 Feb '13 Mar '13 Apr '13 May '13 Jun '13 Jul '13 Aug '13 Sep '13 Oct '13 Nov '13 Dec '13 Jan '14 Feb '14 Mar '14 Apr '14 May '14 Jun '14 Jul '14 Aug '14 Sep '14 Oct '14 Nov '14 Dec '14 Top Box % Likelihood to Recommend 79 HFHS Trend Source Data: by received date

34 Data Transparency - External

35 Data Transparency - External

36 Data Transparency - Internal

37 From Customer Satisfaction To Customer Engagement Employee Engagement Survey Reward & Recognition Shadow of Influence WOW Awards AWE Cards Henry s Heroes Drop in the Bucket Daisy Awards Appreciative Huddles

38 Employee Engagement Survey Gallop Q12 Employee Engagement survey Regular surveys and pulse surveys Departmental Action/Impact Planning Resources: Employee Engagement Toolkit and Courses Monthly Manager Updates Engagement white papers, research, articles Employee Engagement Videos

39 Reward & Recognition

40 Customer Engagement Highlights

41 Questions