Department of Medicine. Steve Vinciguerra, MBA Cardiology Division Administrator
Tactics for Improving Employee and Patient Satisfaction Medical University of South Carolina Department of Medicine
Steve Vinciguerra, MBA Cardiology...
Started in 2007 Initiated by the Hospital Studer Group Model Buy in from Dean, COM and Faculty Pillar Goals, both Employee and Patient Satisfaction Accountability Incentive based plan Measurement - Employee, Faculty, Chairman COM - DOM - Division Participation
Why Employee Satisfaction?
Engaged and Motivated employees are more productive and efficient We are at the core a service provider and employees are your most important resource You will not reach your goals with a g workforce disgruntled Focus on staff, but faculty are also part of the process All of your competitors are doing it
Leadership at all levels Open communication with all involved Consistent measurement tool Realization of the diversity of your workforce Assessment of your staff Not everyone shares your values, some never will Take time to select the right people Determine what motivates employees - it is not only or primarily money Focus on things you can change Listen and Follow up
Where to begin?
Measure – Staff Satisfaction Surveys Annual - Anonymous - 3 week period - winter 60 questions to assess staff satisfaction Sorted by work groups and subject area
You need a baseline Explain the process before – who they are evaluating Review the results after Results are informative, but often not surprising Pay attention to comments Wide variations among groups within the division
Survey Results
Dept of Medicine Employee Satisfaction FY07-FY10 by Division
What next?
Employee Satisfaction Tactics
Leadership Training Employee Rounding Employee Recognition Program Increase number of staff meetings Refine annual evaluation process Employee Lunches Thank yous Continuous refinement of the process
Leadership Training
LDI – QIP Program - Quarterly group session focused on a specific goal. Provides teambuilding skills and training to all leaders in the COM DOM Training – Focused on implementing QIP initiatives and goals Regular g forums for sharing g ideas and best practices Quarterly meetings with Vice Chair to review goals and provide feedback
Employee Rounding
One on one meeting with employees Informal Regular intervals Time consuming, but necessary Varied response from staff Be aware that you won’t have all the answers Follow up is critical
Employee Recognition Program
Formal department based program Employee of the Quarter/Year Consistent, defined process and ceremony Key players attend – employee focused Very meaningful to employees Publicized across campus
Buy a Plaque!
Staff Meetings and Employee Lunches
Regular staff meetings with time devoted to feedback and suggestions Discuss problems and concerns across the Division Monthly DOM employee lunches for staff across the department to meet
Annual Employee Evaluations
Reconfigured process New evaluation tool 360 feedback Critical to include faculty Spend adequate time with employees Follow up
Thank Yous
Ingrained cultural change Handwritten is better “Second Hand Thank yous” are very effective Don’t miss important events in employees li es lives Be careful not to implement a “format”
Faculty Feedback: Faculty Division Director Evaluations FY10 Department of Medicine
5 00 5.00
4.00
4.37
4.28
4.25
4.13
4.12 3.50
3.00
2.00
3.28 3.06
2.89
2.80 2.40
1.00
0.00 Gold Div Dir Div Dir Div Dir Div Dir Div Dir Div Dir Div Dir Div Dir Div Dir Div Dir A B C D E F G H I J
"No one could make a greater mistake than he who did nothing because he could only do a little.“ -Edmund Edmund Burke
Patient Satisfaction:
Key Factors for Success
Measurement is key Faculty and staff must be engaged and motivated Training – tools and tactics Direct patient feedback is invaluable “Halo Halo Effect Effect” Service Recovery Never miss an opportunity to share success (Wins)
Patient Satisfaction Survey
Vendor: Press Ganey, Ganey soon to be Avatar Both Inpatient and Outpatients are surveyed Random sample by mail Approximately 35% return rate Approximately 10% of patients seen Data reported p quarterly q y byy clinic area Questions geared to all aspects of the encounter Can be sorted by provider Don’t fixate on “statistical validity”
Data Transparency
What Next?
Faculty and Staff Engagement
Physician Champion Fixed agenda item at meetings Accountability for directors Staff need to understand expectations Faculty need to be responsive
Faculty and Staff Training: Tools and Tactics
Standards of Behavior AIDET Managing Up 10 – 5 Go the extra mile
Direct Patient Feedback: Their comments are invaluable
Weekly patient comments file Positive and negative feedback Shared with staff and faculty “Cascade” the comments for maximum effect. Use patient satisfaction to improve emplo ee satisfaction employee Follow up when needed
Patient Comments: The bad…
Patient Comments: … and the good
“The Halo Effect”
One small act of kindness can compensate for other negative experiences during an encounter Patients generally understand and have reasonable expectations, you just have to exceed them Patients leave your facility with an impression - not a checklist - of what they experienced If you make k an emotional ti l connection ti with ith the th patient they will be more tolerant of any shortcomings in the system
Service Recovery
Formal process for “fixing” fixing problems Either real time response or after the fact Empower staff to fix problems Be available to assist when needed Review what went wrong and take corrective action Communicate with those responsible
The most important factor is buy in at the highest levels of the organization Your best staff will follow leaders they trust and admire - be a role model This is not somebody else’s business – you need to be involved These issues can be the most rewarding aspect of your job and improve your own personal satisfaction
