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Creating A Culture of Service

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Creating A Culture of Service Powered By Docstoc
					Culture Change

Through
Service Excellence

Organizational Challenges to Strategy
 Improving customer service
 For patients, physicians, associates

 Moving to the next level in quality and safety
 Enhance effectiveness by linking with academic programs and using Information Technologies

 Integrating care across the system
 “Best Practices” across the delivery system

 Continued pressure on operating budget
 Maintain growth, build multi-disciplinary specialty centers  Improve access  Create inpatient capacity- throughput

 Investing in human resources
 Attract, train, retain the best

Why Take Action?

The Case for Excellence in Service

Today’s Healthcare Consumer
 Seeks out quality AND service  Ready & able to judge the service aspects of the patient experience

“I believe hospitals should treat anyone who walks through theirs doors with dignity. I cannot question their medical expertise. But I know about dignity.”
A health care consumer quoted in The New York Times, July 26, 2005

What we did to get started

Surveyed:
Patients Physicians Staff

All Areas Are Important…
Customer Service Needs Special Attention
 Our patients’ perception:
“Great clinical care, but service doesn’t always meet expectations.”

 Our physicians' perception:
“Focused on clinical care, not the patient’s experience.”

 Our associates’ perception:
“Excellent service not always a top priority; quality of service and relationships with colleagues need improvement.”

What is Service Excellence?
Service Excellence Statement of Purpose
Service Excellence is… A commitment by all associates to participate in the creation of an exceptional health care delivery system that consistently meets and exceeds patients’ and all other customers’ requirements.

Questions to ponder………

1. Who are our customers? 2. How well are we doing serving our customers? If poorly, why? 3. Why should we improve our “customer service”? 4. How are we going to do it?

The Customer/Patient Continuum More customer ➔

More patient ➔

What A Customer Expects:
The highest-quality product More than one source Information readily available on price, quantity, etc. Choices, selection, sizes, models Product must match its description Satisfaction guaranteed

What Our Patients Expect:
 Final outcome not guaranteed, even when the goal is return to full health  Anxiety and concern  Uncertainty about next steps  Likelihood of pain and discomfort  Likelihood of physical exposure and embarrassment, and possible financial difficulty  Likelihood of loss of control

We Have Many Customers


People who are well and live in our area  People who are sick and live in our area  People who are well and live outside the area but within reach of our system  People who are sick and live outside the area but within reach of our system  Their doctors



Their families



Their community representatives  Their elected officials  Their religious leaders  People whom we teach or train  Payers of every type  Philanthropists  General public  Each other

Service Excellence Compels…
• • • • • A culture that values and rewards people who care An organization filled with role models at all levels Strong leadership and strong leaders at all levels Passionate belief and tenacity even in adversity at all levels Unrelenting focus on serving all customers at all levels

The Opportunity
To distinguish
As a delivery system As an academic and specialty care center As a place to come as a patient As a place to work, and to practice

To transform
Innovation
Continuous quality and performance improvement

Service for patients, staff and physicians A health care delivery system that works

What are the major elements?
Service Excellence
Creation of service teams and implement tactics to increase patient, physician, and employee satisfaction

Leadership Evaluation
Implement an organization-wide leadership evaluation system to hardwire objective accountability

Leadership Development
Create process to assist leaders at all levels in developing skills and leadership competencies necessary to attain desired results

We Agreed to Follow…
Commit to Excellence Measure the Important Things Build a Culture Around Service Create and Develop Great Leaders Build Individual Accountability Align Behaviors with Goals and Values Communicate at All Levels Recognize and Reward Success

Focus on Employee Satisfaction

The Importance of Leaders
Model the Behavior Standards
 And expect them in your staff, and each other

Practice the New Ways of Doing Business
Rounding, Notes

Focus on the Organizational Objectives
Apply your own and your department’s energy Work together, as a team, to achieve them

Use your position, as a leader, to make a difference

Who Does it Begin With?
THE LEADERSHIP
 Top-management driven to reflect the priority for the initiative  Requires leaders at every level to participate  Is a process which will cascade from the executive level, ultimately to the frontline  Is not a program, but rather a tactical plan for systems of accountability  Will require leadership training and coaching

Who Do You Work With?

Challenges to Leadership
•Leaders as role models of behavioral standards •Action Steps (Cascading) focused on Leaders

•Accountability Tools (Measures)
•Effective reward & compensation

Challenges to Human Resources

Accountability Alignment and Integration Issues

Role & Involvement

Level/capacity of Human Resource Expertise

The Human Resources Scorecard: Linking People, Strategy, & Performance
How can a HR system enhance organizational performance and maximize the overall quality of human capital? The role of Human Resources is increasingly important, as organizational assets become more intangible and reliant on intellectual capital. Human Resources can be a performance driver to strategy implementation.

Strategic Asset/Partner

What Employees Want
3 Things Employees Want in the Workplace They want to . . .
1 2 3

. . . believe the organization has the right purpose

. . . know that their job is worthwhile

. . . feel that they make a difference

Standards

Standards developed by frontline staff were critical to our success.

Standards of Behavior
 Respect - I honor and value each person.  Effective communication - I listen carefully and keep
others well informed.  Sensitivity - I demonstrate my willingness and ability to listen and understand others’ feelings, needs and circumstances.  Professionalism - I demonstrate confidence, competence and pride in my work and appearance.  Exceeding expectations - I assist others without being asked.  Courtesy - I treat everyone with kindness and care.  Teamwork -I support and encourage others and focus on our shared goals

Organizational Goals & Standards Drive the Processes of How We…
Selection Orientation Evaluation

Human Resources

Development Measurement

Communication
Retention
Reward & Recognition

DEFINING YOUR STRATEGY IF YOU DON’T KNOW WHERE YOU ARE GOING…

How are you going to get there?

ACTIONABLE GOALS

Change is Good You Go First

Translating the Strategy What Good is a Strategy?

The whole point of an organization is to make the whole greater than the sum of its parts – to create synergies.

Why is Execution of Strategy so Important?

“Less than 10% of strategies effectively formulated are effectively executed.”
Fortune Magazine

CAPABLE LEADERS AND A STRATEGY FOCUSED ORGANIZATION
STRATEGY…
is central to the organization’s agenda

FOCUSED… STRATEGY
on the strategy

ORGANIZATION…
mobilizing the organization to act in a fundamentally different way guided by the strategy

Organizational Evolution
Phase 1: The Honeymoon

Phase 2: Reality Sets In

Phase 3: The Uncomfortable Gap Phase 4: Consistency
Create and Develop Leaders

Phase 5: Leading the Way

LEADERSHIP EXPECTATIONS
STRATEGY

GOALS

Translate goals/strategies to work for your work unit Develop a practical plan for your work area(s) to fulfill the strategy Identify your goals/targets to improve Define a way to measure you are meeting your goals

Accountability
Although Albert Einstein said “Not everything that counts can be counted, and not everything that can be counted counts”…

…it is also true that “If you can’t measure it, you can’t manage it.”

What is the main thing

Quality

Cost

Service

Our Vision
Patients prefer us because we assure
an exceptional experience that promotes health and healing.

Physicians prefer to practice because
of excellent resources, service and collaboration.

Associates prefer to work here
because we are the employer of choice.


				
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Description: Creating A Culture of Service (in Healthcare)