Carolinas Medical Center

Transcription

1 Carolinas Medical Center Fundamentals for a Successful Patient Transport Department ASHES 2009 Conference Crossing The Threshold. Accelerating Performance. September 21, 2009 Presenter: Tangee B. Kizer, BSM Executive Director Environmental and Guest Services Carolinas Medical Center President, NAHTM Carolinas HealthCare System

2 Fundamentals of a Successful Patient Transport Department Objectives Overview / History of Carolinas HealthCare System Carolinas Medical Center Then Carolinas Medical Center Today Facility Snapshot Mission Vision Fundamentals of a Successful Patient Transport Department Part I Department of Guest Services and Patient Transport Carolinas Medical Center Fundamentals of a Successful Patient Transport Department - Part II Training 2

3 Fundamentals of a Successful Patient Transport Department - Objectives Upon completion of presentation attendees will be able to: Identify the Must Haves for a Successful Patient Transport Department Create job descriptions outlining essential job task and functions Have an understanding of patient transport policies and procedures critical to patient safety, patient throughput and departmental scope of service Develop competencies that support job description, departmental policies and are measurable Create internal job standards for response and transport time using industry averages 3

4 Fundamentals of a Successful Patient Transport Department Objectives Cont. Identify a Performance Improvement Initiative using the PDSA Model Understand the importance of Peer Interviewing Explain the concept of Onboarding new employees Define AIDET and understand how it impacts customer service Use Rounding techniques to improve employee and patient satisfaction Identify and have crucial conversations with Low / Middle / High Performers 4

5 History Yesterday Carolinas Medical Center a 200 bed facility was created in 1943 under the North Carolina Hospital Authorities Act Today Carolinas Medical Center is the flagship hospital of Carolinas Healthcare System. The 800 bed Tertiary / Quaternary Care facility cares for the largest number of critically ill patients in both North and South Carolina. In October 2007 on the campus of Carolinas Medical Center, Levine Children s; which is a 280 bed state of the art Hospital and the largest Children s Hospital in the region open 5

6 Yesterday: Charlotte Memorial Hospital (1940) 6

7 Today - Carolinas Medical Center-Main and Levine Children s Hospital 7

8 8

9 Facility Group Snapshot Total Licensed Beds 6,000 More than 1,750 physician Over 475 health care delivery sites Facility management in 24 NC/SC counties 29 Affiliated Hospitals (owned or managed) Employs more than 44,000 employees 9

10 The CHS Mission The mission of the Carolinas HealthCare System is to create and operate a comprehensive system to provide health care and related services, including education and research opportunities, for the benefit of the people it serves. 10

11 The CHS Vision The Vision of the Carolinas Healthcare System is to be the premier healthcare provider, Carolinas HealthCare System will be chosen by consumers and physicians for quality and cost-effective services. 11

12 Core Values A System of Integrity The core values that employees need to accomplish the System's mission and vision are:.caring. Commitment. Teamwork. Integrity Remember that I AM the reputation of CHS, I provide excellent care and service. I support the organizational decisions of CHS and project a professional image through my actions and performance. I also maintain CHS facilities with a sense of ownership. 12

13 Department of Guest Services and Patient Transport Guest Services Objective to provide premier customer service and support service to our customers; the patients, families, visitors, and staff. Guest Services Employee Customer Care Concept remember, a minute is an hour to the patient and/or family. Be an effective listener and communicator. Make it happen-use resources available to you. If I can not assist you, I can ensure you that someone else can. Be visible. The customer will experience individualized care through commitment, caring, teamwork, integrity, and sensitivity. Remember also, we are each other s customer. 13

14 Department Organization Chart Executive Director Tangee Kizer Office Coordinator Patsy Phillips Assistant Director Angela Lindsay Manager Eunice Stradford Manager Michelle Huntley Manager Wendell Gathings Supervisor Regina Haines Supervisor Carolyn Faulkner Supervisor Crystal Smith Supervisor Jenn Cureton Specialists 9 Transporters 26 Transporters 18 Specialists 6 Visitor Assistants 12 Visitor Assistants 9 14

15 2009 Patient Transport Snapshot Performance Number of Beds 800 Total Department FTE s Number of Patient Transport FTE s Patient Transports (Annualized) 222,886 Average Minutes to Dispatch 11 minutes Average Response Time 20 minutes Average Completion Time 29 minutes Patient Discharges 47,282 ( 80% of total patient discharges are done by Guest Services) Discharges are 21% of Total Patient Transports 15

16 Department of Guest Services and Patient Transport Guest Services Positions: Guest Service Representative I Guest Service Representative II (Certified Healthcare Transporter) Guest Services Specialist/Dispatcher Guest Services Supervisor Guest Services Manager Assistant Director Guest Services 16

17 Department of Guest Services and Patient Transport Scope of Service Patient Transport Services Transporting patients to/from the following areas: Admission Cardiac Services Discharge Emergency Department Radiology (all modalities) Kidney Dialysis Radiation Oncology Endoscopy Physical Therapy Rehab Hospital Medical Offices Medical Clinics Levine Children s Hospital 17

18 Department of Guest Services and Patient Transport Must Haves Patient Safety Verifying (2) forms of patient identification Strict hand washing foam in, foam out Hall Pass Communication communicating with the patient care giver receiving the patient all pertinent information (vital signs, fall precautions, universal precautions, changes in patient condition) Informing patient s arrival on units and procedure areas; obtaining required signatures and signing patient on off the units 18

19 Department of Guest Services and Patient Transport Must Haves Customer Services AIDET principles apply with all customer interaction A I D E T Acknowledge Introduce Destination/Duration Explanation Thank You 19

20 Department of Guest Services and Patient Transport Must Haves Professionalism Working with others in a mature and professional manner, promoting teamwork, sharing information and resources. Equipment Care and Storage Storing equipment properly after each use; keeping equipment clean, tagging all broken equipment and placing out of service, making sure all made up stretchers are covered with a cover sheet to prevent contamination, immediately cleaning a piece of equipment with visible contamination, regular cleaning of transport equipment 20

21 Department of Guest Services and Patient Transport Must Haves Recognizing all Codes and Responses: Code Black Code Orange Code Triage Code Grey Code Pink Code Brown Code Green Code Red Code Yellow Code Blue 21

22 Department of Guest Services and Patient Transport Must Haves Patient Population Neonate Infant Child Adolescent Adult Older Adult Knowing when clinical assistance is needed with the different patient population 22

23 Department of Guest Services and Patient Transport Must Haves Automated Patient Transport TeleTracking Patient Focus Premise TDSS MS Access Database Allows for manual transport statistics to be sorted and recorded for reporting purpose MS Excel Spreadsheet 23

24 Department of Guest Services and Patient Transport Must Haves Create job descriptions that accurately define the scope of service provided by the patient transporter; define the Must Haves of the job. Distinguish between essential job task and marginal job task 24

25 Department of Guest Services and Patient Transport Guest Service Representative I Primary Responsibilities: Escorts/Transports patients and visitors to points of destinations Transport patients using following mode of transportation; wheelchair, stretchers, and beds Transport patients using automated patient transport tracking system Transferring and lifting patient on and off equipment Room orientation for all admissions Assist with directions and patient location Care, cleaning and appropriate storage of equipment Employment Criteria: High school diploma or equivalent required. Customer service and excellent interpersonal skills required. Previous hospital or hotel experience preferred. Ability to lift 50 pounds 25

26 Department of Guest Services and Patient Transport Guest Service Representative II Primary Responsibilities (Certified Healthcare Transporter): Escorts/Transports patients and visitors to points of destinations Transport patients using following mode of transportation; wheelchair, stretchers, and beds Transports patients using automated patient transport tracking system Transferring and lifting patient on and off equipment Room orientation for all admissions Assist with directions and patient location Care, cleaning and appropriate storage of equipment Assist with placing infants in car seats Regulate flow meter on E-cylinder oxygen tanks Connect and disconnect oxygen CPR Certified Employment Criteria: High school diploma or equivalent required. Customer services and excellent interpersonal skills required. Previous experience in a healthcare setting required. Must be a Certified Healthcare Transporter/BCLS required. Ability to lift minimum of 50 pounds. 26

27 Department of Guest Services and Patient Transport Guest Service Specialist/Dispatcher: Greet and assist patients and visitors upon their arrival Dispatch GSR I and GSR II for manual transport assignments Assist with patient belongings upon arrival and discharge Maintain traffic control at all entrances Monitor all patient transport activities using Patient Transport Tracking Software Assist departments with all Stat Transport Enter manual patient transport updates into Access Database Transport Patients Assist with placing infants into car seat at discharge Storing, tagging and cleaning equipment Employment Criteria: High school diploma or equivalent required. Valid NC/SC driver s license. Excellent organizational skills, oral and written communications. Typing and working knowledge of Microsoft Office required. Minimum 2 years experience in hospital, hotel, restaurant or customer oriented environment. Ability to lift a minimum of 50 pounds. 27

28 Department of Guest Services and Patient Transport Must Haves Create Policies Patient Centered Support in Practice the Institution/Department s Mission and Vision Clear Performance Expectations Outline Excellence in Customer Service Support and Reference National Patient Safety Goals Support and Reference in Practice a Safe Environment of Care 28

29 Department of Guest Services and Patient Transport Must Haves Create Policies, cont Define Clearly the Overall Expectations for Departmental and Individual Productivity Standards Define Clearly the Consequences of Negative Performance Define High/Middle/Low Performers 29

30 Department of Guest Services and Patient Transport Policies and Procedures Specific to Patient Transport: Patient Identification Policy Internal Patient Transport Policy Patient Transport Procedures Transport Tracking User Policy Pediatric Patient Transport Policy Direct Admit Procedures Surgery Admit Procedures Discharge Patient Policy External Patient Transport Procedures 30

31 Department of Guest Services and Patient Transport Policies and Procedures Cont. Infection Control Equipment Care Equipment Cleaning and Disinfecting Standards of Appearance Linen Use and Disposal Guidelines Oxygen Training Communication Devices Personal Appointments and Telephone Calls Calling Absent Proper Notification Productivity and Performance Standards 31

32 Department of Guest Services and Patient Transport Must Haves Develop Competencies That reflect and support departmental policies That are knowledge based, meet safety standards, and achieve high quality outcomes for the patient and employee Measureable Hold employee accountable 32

33 Name: Patient Identification Validation Key Date: Competency Statement: Primary Method of Assessment: Demonstrates ability to transport the correct patient for services/patient area. Demonstrates appropriate management of the patient for transport. Discussion Observation Performance Criteria Met Retraining Needed 1. Identifies steps to be taken before initiating the transport of patients: a. identify self Provide first name, wear readable name tag b. describe service provided Provide information about the service keeping in mind privacy issues. Identify cognitive, sensory and age specific concerns. Neonate: Permit participation of patient and parent/caregiver in the transport, teaching focus is on parent/caregiver. Infant: Permit participation in the transport, teaching focus is on parent/caregiver. Pediatric: Allow patient participation as possible, provide short, simple explanations/answers. Describe what will be done in terms of what will be seen, felt or heard. Instruct patient and parent/caregiver in what will be occurring during transport. Provide reassurance. Adolescent: Respect privacy, approach discussions on an adult level. Provide honest information about what to expect during the transport. Adult: Provide explanations, give as much control as possible. Encourage verbalization of concerns, fears. Geriatric: Provide clear, frequent explanations. Keep information short and concrete. Keep in mind any sensory limitations or mobility concerns. Met after Retraining N/A 2. Lists steps for identification of the patient: a. chart identification The correct patient chart is located. b. verify physician order The physician order is verified. c. verbal identification of the patient The patient should be addressed by first and last name. d. wrist identification band Check the patient wrist identification band name and patient number against chart name and patient number to confirm identification. 33

34 3. Identifies special circumstance for the patient undergoing MRI. The patient undergoing MRI should not have metal present in their body. 4. Discuss customer satisfaction and patient transportation. a. communication Greet customers with a smile, make eye contact. Provide information so patients will know what to expect. Address people by their names. Be courteous and respectful. Listen attentively. Show sincere concern for patients and families. b. privacy Treat all patient information as confidential, including charts/records. Avoid discussions about patients in public areas. Knock before entering patient rooms, provide gowns, and ensure that patients are not exposed during transport. Pulls curtain or excuse family/visitors from patient care area if needed. c. professionalism Dress professionally, be reliable (keep promises made), take responsibility for what happens with patients/families, maintain a positive can-do attitude. Do not discuss personal issues with patients and families. d. patient right to know Respects the patients right to know but refer questions about their care to the nurse. The nurse will be responsible for talking with the patient, answering questions and notifying the physician if indicated. Encourage patients to ask questions, express concerns to their nurse of physician for clarification. 5. Lists considerations when reaching the patient s destination. a. deliver to person directly responsible for the patient s care Deliver the patient directly to the staff member responsible for their care. b. never leave the patient unattended The patient should never be left unattended. Recommendations: Competent to perform: Yes No Needs more: practice study instructions Reassessment date (within 1 month): Comments: Evaluator: 34

35 Department of Guest Services and Patient Transport Patient Transport Checklist Orientation Checklist TeleTracking User Checklist Patient Transport Checklist Specialist / Dispatcher Checklist Competency Checklist 35

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37 Fundamentals of a Successful Patient Transport Department Part II Training Management Training Setting Smart Goals Peer Interviewing Orienting The New Employee Rolling Out The Welcome Mat Onboarding 30/90 Day Questions Building Relationships Effective Communication 37

38 Fundamentals of a Successful Patient Transport Department Part II Training, Cont AIDET Managing up other Departments Rounding for Outcomes Defining High, Middle, Low Performers High, Middle, Low Performer Conversations Reward and Recognitions Recurrent Training Continued Education Service Recovery 38

39 Fundamentals of a Successful Patient Transport Department Part II Management Training Gateway Academy Peer Interviewing Conflict Management Time Management Effective Communication Establishing Partnerships Team Building Delegation Coaching for Improved Performance Performance Improvement - PDSA 39

40 Performance Improvement PDSA (Plan, Do, Study, Act) Plan- Select opportunity for improvement, select the team, develop a plan to test the change (who, what, where, when) Do- try out the test on a small scale. Begin to analyze data Study- What did you find out and what changes will you make? Summarize what was learned Act- Make changes based on what was learned. Prepare for next test. 40

41 Title of Performance Improvement Plan PLAN a change or improvement In accordance with 2009 National Patient Safety goal; Improve effectiveness of communication among caregivers, Patient Hand-off communication was implemented to ensure continuity and safety of patient when transported between departments. Aim/Goal Continuity and safety of patient when transported between departments To serve as a communication tool between caregivers In addition to 2 forms of patient identification this helps ensure that Patient Transporter is taking right patient for procedure. Add Measurable goal such as 100% compliance in using hand off communication tool Team Name Tangee B. Kizer Donna Owens Darryl Prince Leilani Moone Name of Department Guest Services Nursing Surgical Support DO the improvement, make the change The Interventions Education of all staff on hand off communication process Audits began 1/09 STUDY the results and examine data Hand off Communication Tool used Percent Jan Feb Mar Lessons Learned Better Hand-off communication was implemented on all nursing units 12/09 Importance of communication among caregivers and support staff (Patient Transporters and OR Assistants) The hand-off communication tool is user friendly and a consistent means of communicating between clinical and support areas Hand-off communications is important in creating a safe patient environment ACT to sustain performance and spread change Guest Services Surgical Support Ensure that Guest Services and Surgical Services are requesting tool on every patient where clinical assistance is not required. Continue to randomly monitor for compliance Findings submitted to Donna Owen Donna Owen to inform Nurse Managers of non compliance for action plan Nurse Managers to communicate with staff the importance and requirement for hand off tool to be used on transport where clinical assistance is not required. 41

42 Setting SMART Goals To set a specific goal you must answer the six W question: Who: What: Where: When: Which: Why: Who is involved? What do I want to accomplish Identify a location Establish a time frame Identify requirements and constraints Specific reasons, purpose or benefits 42

43 Setting SMART Goals When writing goals and objectives, keep them.. SMART: Specific Measurable Achievable Realistic Time Specific (Tangible) 43

44 Setting SMART Goals Specific: The outcome or end result is very clear to you and all audiences Measurable: You can tell if you have achieved your goal because you can count it or see it Achievable: the preferred outcome maybe a challenge however it is achievable using the provided resources Realistic / Results-Oriented: The goal is inline with the results expected by the organization Time Specific: A specific date has been set by which goal is to be achieved 44

45 Peer Interviewing Checklist for Success Prior to the interview Manager selects the team members Team review job description If internal candidates are applying discuss past performance and review any documentation Create behavior questions and weight grid Practice interviewing with the team at least once Manager ensures peer interview team has all applications and resumes in advance Select a quiet non-threatening environment 45

46 Peer Interviewing Checklist for Day of the interview Success All interviewers on time early for the interview process with copies of application, resume and questions Turn off all pagers/phones/blackberries Manager ensures all the above documentation is ready and peer interview team has been advised of the above 46

47 Peer Interviewing Checklist for At the interview Success Team Leader introduces him/her self, then team members introduce themselves describing his/her position Describe why you enjoy working for the company Describe challenges of the job Describe potential job task applicant is interviewing for Highlight opportunities for development 47

48 Peer Interviewing Checklist for At the interview Success All members take notes Ask behavior questions Ask them listen (80% listening and 20% talking) Allow for silence; do not lead the candidate to answer Do not interrupt When needed, ask probing, open-ended questions to ensure understanding 48

49 Peer Interviewing Checklist for Success At the interview Always ask why should we hire you Allow for candidate to ask questions Wrap up the interview leaving a good impression in the candidates mind of the department and company Thank him/her Don t imply they have the job Summarize the next steps in the recruitment process Walk candidate out make sure they have appropriate numbers for follow-up if they have questions later 49

50 Peer Interviewing Checklist for After the interview Success Complete Peer Interviewing Rating Grid do not discuss with the group until after the team has completed Discuss with the team how the interview process went Suggestions for future interviews Team leader keeps grid or turns into the director for review and discussion (if follow up interview is required) 50

51 Peer Interviewing Questions Questions Rating Comments What accomplishments are you most proud of? If you were hired right now, what goal would you accomplish within 1 year? Tell us about a goal you had in the past, and how you accomplished it? What is important to you in a job? What motivates you the most? What kinds of people would you like to work with (or not)? What is the most difficult decision you had to make? Give an example of when you solved a tough problem. What is the most interesting thing you have done in the last 3 years? Discuss a time when your integrity was challenged. How did you handle it? Tell us about the best (worst) manager you have ever had. When you are hiring employees, what do you look for in an applicant? What kinds of people would you rather not work with? Why did you leave your last three jobs? Tell us about a time when you did not meet your deadline and why. How do you respond to criticism? Give an example. Name three personal characteristics that best describe you? How do you manage up your high, middle and low performers; How much time do you spend on low performers? How would your current employer describe your management style? What are your career goals and how does this job align with those goals? 51

52 Fundamentals of a Successful Patient Transport Department Part II Rolling out the Welcome Mat Important that new employees are introduced into a welcoming and caring atmosphere Helps them to feel included and part of the team Demonstrates from the start they are a valuable member of the team Manager/Supervisor sets the tone for the new employee; not enough to give them an orientation booklet and tell them to read it Have lunch with the new employee/assign members of the team to have lunch with new employee 52

53 Fundamentals of a Successful Patient Transport Department Part II Onboarding Pre-orientation contact; where to report, park, time of orientation if different from start time, who to report to Tour of facility Hospital Orientation Policies and Procedures Department Orientation Policies and Procedures Assimilating into the culture Assign a high performing employee to buddy with new employee Have lunch with new employee Introduce to fellow employees Successful Onboarding is a 4 step process; Personal/Team/Organization/Job Task 53

54 Fundamentals of a Successful Patient Transport Department Part II 30 Day Questions Manager or Director How do we compare with what we said What s working well Have their been individuals who have been helpful Based on prior work experience can you share ideas for improvement Is there any reason you feel this job is not suited for you 54

55 Fundamentals of a Successful Patient Transport Department Part II 90 Day Questions Same as 30 Days Plus Do you know of anyone who would be a good fit for our organization As your supervisor, how can I help you 55

56 Fundamentals of a Successful Patient Transport Department Part II Building Relationships Effective working relationships form the cornerstone for success and satisfaction with your job and career No matter your education, title or experience if you are not perceived as a team player you will never accomplish your work mission Develop relationships that Impact your personal success Impact the success of your team Break down silos Develop a network of resources 56

57 Fundamentals of a Successful Patient Transport Department Part II Effective Communication Vital to the effectiveness of our professional and personal relationships Conflict is often due to miscommunication and or blunders in how we say things Be aware of your non-verbal communication and the impact on others Active listening helps breakdown barriers Learn how to accept constructive criticism don t take it personal Learn how to receive both positive and challenging feedback 57

58 Five Fundamentals of Service A I D E T Acknowledge Introduce Destination Explanation Thank You 58

59 A- Acknowledge Knock Ask for permission to enter Wait until permission given to enter Greet/Eye contact/smile Assess transport needs Key words (privacy, assistance, thank you) 59

60 Acknowledge is Excellence Knock, Knock. Mr. Johnson may I come in? wait for permission. Good morning my name is is Lisa, I am your patient transporter. I am here to to transport you to to the discharge holding area. I will assist you in in getting in in the wheelchair and help with your belongings. 60

61 I - Introduce Self Role Skill set Training Healthcare Certification Others Positively Co-workers Departments Physicians 61

62 Manage Up Self, Skill set, Experience Good Morning, Mrs. Walden. My name is is Suzie, I I am your patient transporter. I I will be taking you to to the Cath Lab. The nurses, technicians and physicians will provide you with excellent care. Please let them know if if there is is anything you need while you are in in the Cath lab. 62

63 Advantages of Managing Up Coworkers Patient feels better about their next care giver The patient feels more at ease with the handoff, thus their coordination of care Co-worker has a head start in winning confidence 63

64 Advantages of Managing Up Other Departments Reinforces coordination of care and teamwork Positions other department well to reduce them from having to win the patient over Decreases patient anxiety and concern 64

65 D- Destination/Duration Provides patient and family members knowledge of where patient is going. When transporting a patient to Radiology use Radiology and not individual section; unless asked by patient. Think of the family member traveling with the patient (especially outpatients), and ensure they are directed to the appropriate waiting area. 65

66 E- Explanation Explain where you will be taking the patient. Direct family member to appropriate waiting area. Ask patient and family if there is any thing you can assist them with before you leave. 66

67 Be Thorough My name is is Jonathan, Mr. Wilson I am going to to be escorting you to to Endoscopy. (Make sure to to advise the family member with the patient that you will take them to to the waiting area where someone will assist them after the patient has completed their procedure. Before leaving, advise patient and family member, Is their anything else I can assist you with, have an excellent day. 67

68 T- Thank the Patient Thank the patient and family member for: Allowing you to assist or transport them See if patient or family member needs are meet by Guest Services employee Advise patient and family member to have an excellent day 68

69 Thank You Thank you, I have enjoyed assisting or or transporting you. Is Is there anything else I can assist you with before I leave. Have an excellent day. 69

70 Rounding for Outcomes Rounding with Employees Goal 30 minutes per day Personal Connection Works well when scheduled in advance Find out what is working well Identify employees / departments to recognize Identify Improvements Employees feel involved and valued Determine if employees have necessary resources (tools and equipment to do the job) 70

71 Rounding for Outcomes Guest Services Rounding Log Manager Tangee B. Kizer Area / Staff Member Surveyed: XXXX XXXXX Date: February 6, 2009 STANDARD OF THE QUARTER: Caring What s working well as we provide our patients/customers/fellow employees with excellent customer service? Keeping in front of the employees we are a customer service department and making sure the patients and visitors consistently hear the word excellence from the staff and managers. What needs improvement in order to deliver excellent customer service care patient care? Making sure assumptions are not made by the employees as to the patient s needs. Suggestions/Ideas for Improvement? How we can get our employees to be more consistent in their performance; more visibility by the management team and hard conversations with low performers. Is the staff exemplifying courteous customer services? Give an example. YES, the employees are using AIDET and going out of the way to assist lost patients and guest. Who/What Department should be recognized? KDU for exemplary teamwork 71

72 Customer Service When acknowledging our patients, does the staff use AIDET? Yes A Acknowledge the patients I Introduce ourselves D Duration/Destination: Let the patient know the location of the transport E Explain what we are here to do T Thank them for letting us serve them Are we providing the excellent care expected from our patients and families? Yes Are we meeting the needs of the patients when assisting them to/from their destination? Yes Have the patients voiced concerns about the customer service they have received? No Have you utilized the Service Recovery Tool Box? No Tools Needed For Excellent Performance Was adequate equipment easily assessable for transport? Yes Was transport equipment clean & working properly? Yes Have you been provided appropriate training to become a high performer? Yes Other issues or concern you may have? None at this time 72

73 Rounding for Outcomes Rounding in Areas you Serve Goal 2 to 3 per month (Studer suggest 2 to 3 per week) Find out what is working well between departments Identify employees to recognize Identify concerns / problems before escalating to the next level Improve serves provided Build relationships 73

74 Rounding for Outcomes Rounding with Patients and Families Goal Daily - if not feasible at least weekly Proactively manage complaints Questions asked are aligned with key patient satisfaction drivers Elevates staff performance Identifies staff to recognize 74

75 High/Low/Middle Performers Definition of High Performers Comes to work on time and prepared Good attitude Problem solves You relax and accomplish more when you know they are scheduled Good influence Use for Peer Interviewing Are owners not renters 75

76 High/Low/Middle Performers Definition of Middle Performers Good attendance Loyal most of the time Influenced by high and low performers Want to do a good job Could just need more training 76

77 High/Low/Middle Performers Definition of Low Performers Points out problems in negative way Positions leadership poorly Master of We / They Passive aggressive Thinks they will out last the leader Don t think they are low performers Waste time Take up a lot of your time 77

78 High/Middle/Low Performers Conversations Moving the High Performer Tell them where the organization is going Thank them for the excellent job they do Outline why they are so important to the department and organization Ask is there anything you can do for them Spend more time with them than Low Performers 78

79 High/Middle/Low Performers Conversations Moving the Middle Performers Reassure and clarify departmental goals and expectations Support describe their good qualities Coach Cover developmental opportunities Support Reaffirm good qualities Spend more time with them than Low Performers 79

80 High/Middle/Low Performers Low Performers Conversations Do not try to find good qualities Don t start conversations positive Describe what has been observed specific behavior Express how you feel concerning their performance Show what needs to be done Make sure the low performer knows the consequences of continued same behavior 80

81 High/Middle/Low Performers Conversations Tips for Low Performers You talk - they listen Even in the past if a behavior was acceptable stress it is not acceptable now Ensure that you have reviewed acceptable behavior standards with employee and make them sign Be specific and give timelines Advise negative behavior is not living our values 81

82 High/Middle/Low Performers Conversations Key Words This conversation will take about.minutes What I and others have observed is.. The impact that behavior has on the department, co-workers and the organization I will show you how and provide you with additional training The consequences of you not changing this behavior will be 82

83 Fundamentals of a Successful Patient Transport Department Part II Reward and Recognition Thank-You Notes recognizes good behavior and helps the management team focus more on the positive opposed to the negative Makes employees feel valued and worthwhile Directly impacts employee performance Directly impacts patient satisfaction scores Directly impacts employee satisfaction 83

84 Fundamentals of a Successful Patient Transport Department Part II Reward and Recognition Types Team Meetings and Employee Huddles Employee of the Month Employee Suggestion Box Values In Action WOW Cards WOW Dollars Employee Spotlight Department Managers Meeting Pinnacle Award Transport Week 84

85 Fundamentals of a Successful Patient Transport Department Part II Recurrent Training and Continued Education Employees always want to feel valued and worthwhile to the organization continued training opportunities does that Keeps the hospitals missions and goals fresh on the minds of the employee Re-enforces positive outcomes Provides opportunity to enhance skill set Provides specific competencies needs Keeps organization and department on top of any new or added regulatory laws and practices Provides for employees professional and developmental growth Provides organization with a highly skilled employees Is just the right thing to do.. 85

86 Fundamentals of a Successful Patient Transport Department Part II What is Service Recovery When we don t meet our customers expectations Service Recovery is a process where we determine what those expectations are and turn unmet expectations into a positive experience 86

87 Fundamentals of a Successful Patient Transport Department Part II Service Recovery Create clear and consistent response applicable to all employees Create Service Recovery Tool Box with rewards that express your organizations concern for the lapse in service Design a system to manage, track and trend utilization of tool box Develop training and communication that creates a culture of meeting or exceeding the customers expectations 87

88 Fundamentals of a Successful Patient Transport Department Were Objectives Met? Identify the Must Haves for a Successful Patient Transport Department Yes Create job descriptions outlining essential job task and functions Yes Have an understanding of patient transport policies and procedures critical to patient safety, patient throughput and departmental scope of service Yes Develop competencies that support job description, departmental policies and are measurable Yes Create internal standards for response and transport time using industry averages Yes 88

89 Fundamentals of a Successful Patient Transport Department Were Objectives Met? Identify a Performance Improvement Initiative using the PDSA Model Yes Understand the importance of Peer Interviewing Yes Explain the concept of Onboarding new employees Yes Define AIDET and understand how it impacts customer service Yes Use Rounding techniques to improve employee and patient satisfaction Yes Identify and have crucial conversations with Low/Middle/High Performers Yes 89

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91 Inpatient Key Driver # 1 Overall Quality of Care 91

92 Inpatient Key Driver # 2 - Safety 92

93 Likelihood of Recommending 93

94 94