Share feedback — bad and good — with staff
Share feedback bad and good with staff
Give continual rewards
Kettering Health Network in Dayton, OH, looks at both good and bad comments pertaining to access on Press-Ganey surveys. "We want to reward and recognize our people who are doing things right every time, but coach and mentor those having trouble with the processes," says Jana R. Mixon, director of patient access and central scheduling. "We make sure we are addressing both sides of the issue."
Quality goals focus on collecting information correctly the first time, abandoned call rates for scheduling, how long the patient waits before the call is picked up, and cash collection.
If goals are met, individual staff are recognized at staff meetings, sent thank-you notes, and occasionally given movie tickets. If the team meets a certain goal, Mixon gives a group reward. She might work the schedule out so that everyone gets a lunch break of 45 minutes instead of 30.
"One of the ways we push our medium performers up to high performers is to focus on what they are doing well, and put improvement plans in place to improve on what they aren't doing as well," says Mixon. "They start to move along that path toward being a high performer."
At the Medical University of South Carolina (MUSC) Health in Charleston, patients and families provide feedback with a patient satisfaction survey. This is sent to the patient a few weeks after their visit and includes questions specific to the registration staff.
These ask about the helpfulness of the registration person, the ease of the registration process, the waiting time in registration, whether staff were courteous when asking for personal and insurance information, and whether they were given privacy when personal and insurance information were given.
Patients, families, or staff have a chance to recognize employees through the MUSC Excellence Applause program. "A 5x8 card is completed, explaining how the employee being recognized did a great job. These cards are located throughout the hospital," says Susan Pletcher, director of health information and patient access services.
Patients have commented that "the registration staff walked me to my appointment," "everyone in registration was so pleasant and helpful," "the registration clerk even came over to check on me to see why I was still waiting," and "she was concerned."
In addition, "Catch a Star" cards allow staff to recognize colleagues who do everyday acts of kindness. It may be that someone noticed an employee stopping what he or she was doing to walk visitors to their location, picking up litter in the hallway, or being extra helpful with a customer on the phone.
The actual Catch a Star and Excellence Applause cards are shared at staff meetings, and documented in the meeting minutes. "Depending on the positive action by the employee, the employee may also receive a 'thank you' note from the manager or director at his or her home," says Pletcher. "This is also documented for inclusion in the annual evaluation."
Discuss immediately
Since the lobby waiting area is right outside, Lisa A Cox, CHAM, admitting manager at Maine Medical Center in Portland's office, can see easily patients waiting. Throughout the day, she observes the way staff interact with these customers.
"Observation of staff is informal. I do not think they really know when it is being done," she says. "We can learn when reps need more training on forms or questions the patients have. We can learn when tools need to be updated, such as scripts."
Staff are told what could have been done differently if they have a difficult call or customer, or how well they handled it. "Staff are receptive and are thankful," says Cox. "We also tell them if we notice how kind and helpful to the patients they are."
Regardless of whether the feedback is positive or negative, it's important to give it promptly. "Any issue should be discussed immediately while the interaction is fresh in their minds," says Cox.
Cox says she wants to see access representatives do these things:
Provide a name when talking to a patient, either on the phone or in person. "Customers like to know who they are speaking with," says Cox.
Make eye contact.
Smile at the patient.
Let the customers know they are available to help with any questions. "The conversation should not feel rushed," says Cox.
[For more information, contact:
Lisa A Cox, CHAM, Admitting Manager, Maine Medical Center, Portland. Phone: (207) 662-4413. E-mail: [email protected].]
Kettering Health Network in Dayton, OH, looks at both good and bad comments pertaining to access on Press-Ganey surveys. "We want to reward and recognize our people who are doing things right every time, but coach and mentor those having trouble with the processes," says Jana R. Mixon, director of patient access and central scheduling. "We make sure we are addressing both sides of the issue."Subscribe Now for Access
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