Customer Service and Care Management

A 300 bed acute care hospital had enjoyed the highest patient satisfaction in the region by a comfortable margin, but their results began slipping as the other hospitals in the area made significant gains. Senior Staff set improvements in patient satisfaction results as a strategic priority. The suggestion that caregivers should attend training (again) was popular, but rang hollow as we dug deep into the system and worked to understand the drivers of the decline. The decision was made to address the caregiver experience as the first step in improving the patient experience. Extensive analysis of employee engagement survey results with caregivers and managers was done to understand how to build on strengths in the system and address shortcomings. This led to many changes, big and small, to make daily work more rewarding. Leadership skills of front-line managers were uneven and their time was often consumed by non-value-added tasks. Streamlining and redistribution of manager responsibilities allowed them to focus on value-added activities such as structured rounding and employee development. Leadership training that focused on managers of caregivers prescribed both behavioral and process changes, provided support tools, and included ongoing coaching support to sustain changes. Disciplined implementation in the Medical Surgical unit resulted in patient satisfaction scores rising from the 31st to 83rd percentile.