2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Gelb Consulting Group1011 Highway 6 South  ...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Introduction and Overview	  The	  patient	 ...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    	  In	  the	  subsequent	  pages	  you	  wi...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Study Methods  The	   2012	   Insights	   i...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    	  Managing	   the	   patient	   experience...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    	  Having	  an	  organization-­‐wide	  stra...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    the	   convenience	   offered	   by	   loca...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Referring	   physicians	   expect	   health...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    support	   of	   faculty	   and	   staff	  ...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare      Performance  Improvement  Reducing	  wait...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare                                               ...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    leadership	  to	  execute,	  and	  a	  pati...
2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    experience	  through	  proven	  strategic	 ...
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2012 Benchmarking Study - Patient Experience Management in Healthcare

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The patient experience encompasses much more than the time spent as a patient at your facility. It begins with awareness and information seeking and extends long after discharge and receiving the final bill.

Today’s healthcare organizations understand the importance of the patient experience and its impact on business goals. From appointing a Chief Experience Officer to supporting process improvement, more and more health care leaders are implementing initiatives to focus on patient experience improvement.

Three premier organizations in healthcare marketing and benchmarking research teamed up to conduct a national survey of leaders from various healthcare providers to gain insight into the best practices they employ to manage their patients’ experience and how they view this somewhat new concept.

This research reveals many positive trends in experience management and identifies key priorities for further development of patient experience strategies. It sheds light on the importance of patient experience management as an organizational strategy rather than a one-off, isolated initiative.

The purpose of this research is to identify some “best in class” practices used to achieve excellence in patient experience management. This white paper highlights the key findings from the research and webinar used to present this research with added commentaries not shared via the report.

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2012 Benchmarking Study - Patient Experience Management in Healthcare

  1. 1. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Gelb Consulting Group1011 Highway 6 South P + 281.759.3600Suite 120 F + 281.759.3607Houston, Texas 77077 www.gelbconsulting.com    
  2. 2. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Introduction and Overview  The  patient  experience  encompasses  much  more  than  the  time  spent  as  a  patient  at  your  facility.  It  begins   with   awareness   and   information   seeking   and   extends   long   after   discharge   and   receiving   the  final  bill.    Today’s   healthcare   organizations   understand   the   importance   of   the   patient   experience   and   its  impact   on   business   goals.   From   appointing   a   Chief   Experience   Officer   to   supporting   process  improvement,  more  and  more  health  care  leaders  are  implementing  initiatives  to  focus  on  patient  experience  improvement.        Three   premier   organizations   in   healthcare   marketing   and   benchmarking   research   teamed   up   to  conduct  a  national  survey  of  leaders  from  various  healthcare  providers  to  gain  insight  into  the  best  practices  they  employ  to  manage  their  patients’  experience  and  how  they  view    this  somewhat  new  concept.    This  research  reveals  many  positive  trends  in  experience  management  and  identifies  key  priorities  for   further   development   of   patient   experience   strategies.     It   sheds   light   on   the   importance   of  patient   experience   management   as   an   organizational   strategy   rather   than   a   one-­‐off,   isolated  initiative.    The  purpose  of  this  research  is  to  identify  some  “best  in  class”  practices  used  to  achieve  excellence  in   patient   experience   management.     This   white   paper   highlights   the   key   findings   from   the   research  and  webinar  used  to  present  this  research  with  added  commentaries  not  shared  via  the  report.  Using These Findings for Your Organization’s Benefit  Healthcare  administrators  and  executives  can  use  this  research  to  not  only:     • See  how  you  measure  up  against  other  healthcare  industry  leaders,  but  also   • Identify  current  trends  in  experience  management,     • Cite  common  challenges  your  colleagues  face  in  this  effort,     • Learn  about  tools  being  used     • Determine   opportunities   for   growth   and   improvement   in   your   organization’s   patient   experience  management  endeavors.    ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  2  
  3. 3. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare      In  the  subsequent  pages  you  will  learn  about  our  methodology,  the  participating  institutions,  our  findings  and  how  you  can  use  this  to  benefit  your  organization.    However,  before  delving  further  we  present  to  you  three  stages  to  determine  in  which  stage  your  organization  is  along  the  patient  experience   strategy   continuum.     Consider   one   to   determine   where   your   organization   currently  stands.          ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  3  
  4. 4. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Study Methods  The   2012   Insights   into   the   Patient   Experience   Survey   was   Respondents  by  Facility  Type  conducted   by   APQC   in   cooperation   with   Gelb   Consulting  Group   and   The   Beryl   Institute.   In   March   2012,   an   online  survey   was   sent   to   healthcare   affiliates   and   professional  friends  of  The  Beryl  Institute  and  Gelb  Consulting  Group.    Participating   institutions   are   healthcare   professionals   who  work   in   a   variety   of   settings   including   academic   medical  centers,   community   hospitals,   and   health   care   systems  across   the   nation.   An   analysis   of   70   completed   surveys   is  included  in  this  report.  The  margin  of  error  for  this  sample  size  of  70  is  12%  at  the  95%  confidence  interval.         Respondents  by  Job  Function   We   asked   participating   institutions   how   their   organization   perceived   the   importance   of   the   patient   experience   from   a   strategic   perspective,   what   is   currently   being   done   to   manage   the   experience,   how   their   organization   monitors   the   experience   and   what   tools  do  they  expect  to  use  in  the  future.    This  national   survey   was   designed   to   draw   out   some   of   the   “best   in   class”   practices   used   to   achieve   excellence   in   patient   experience.                  PATIENT  EXPERIENCE  AND  THE  CONTINUUM  OF  CARE    This   study   takes   a   deep   dive   into   understanding   how   organizations   approach   the   patient  experience   throughout   each   phase   of   the   experience.     The   Beryl   Institute   defines   the   patient  experience   as   the   sum   of   all   interactions,   shaped   by   an   organization’s   culture,   that   influence  patient  perceptions  across  the  continuum  of  care.  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  4  
  5. 5. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare      Managing   the   patient   experience   includes   interactions   well   before   an   individual   becomes   a   patient  and  extends  to  well  after  they  have  been  discharged  or  ended  treatment.    With  this  in  mind,  the  study  was  shaped  by  the  framework  or  continuum,  if  you  will,  to  make  a  more  distinct  connection  between  our  findings  about  patient  experience  management  efforts  and  the  patient  experience.     Awareness   Access   Visit   Treatment   Transition   • Symptoms   • Choosing  healthcare   • Parking   • Scheduling  and   • Communication  with   • Diagnosis   provider   • Getting  to  the  center   intake   referring  physician   • Evaluation  of   • Financial  paperwork   • Checking-­‐in  /     • Surgery   • Follow-­‐up  visits   healthcare  providers   • Medical  paperwork   waiting  area   • Treatment  rooms   • Call-­‐backs  for   • Information   • Scheduling  first  visit   • Initial  treatment   • Treatment   assistance   gathering   plan   • Nursing  Care   • Support/groups  /   • Research   • Additional  lab  and   wellness  services   diagnostic  testing   • Advocacy      THE  CURRENT  APPROACH  TO  EXPERIENCE  MANAGEMENT  IN  HEALTHCARE:  STUDY  FINDINGS    Strategic  Imperative    Taking  a  strategic  approach  to  experience  management  can  improve  competitive  positioning  and  support  growth  in  market  share  and  patient  volume.  In  general,  we  found  over  90%  of  participating  institutions  believed  their  organization  considered  patient  experience  to  be  a  strategic  imperative.    As   you   can   see   from   the   patience   experience   and   the   continuum   of   care   chart,   having   a   strategy   in  place   for   how   your   organization   will   manage   your   patients’   experience   is   critical   as   the   patient  experience  is  being  shaped  as  we  speak  whether  your  organization  is  making  a  concerted  effort  to  manage  it  or  not.        Organization-­‐wide  Strategy  Reflective  of  Brand  The  awareness  stage  is  a  stage  in  which  they’ve  yet  to  become  a  patient  but  are  beginning  to  frame  and  impression  and  perception  of  your  organization.    Starting  with  the  ‘awareness’  stage,  having  a  strategy  in  place  will  help  ensure  that  your  organization  is  reinforcing  your  brand  promise  through  the  touchpoints  that  affect  it.    These  touchpoints  in  the  awareness  stage  take  the  shape  of  online  communications   that   you   can   affect   and/or   control   such   as   banner   ads,   Internet   search   results,  organization   web   site   and   other   electronic   media.   Additional   touchpoints   that   come   into   play   at  this  stage  include  interpersonal  interactions  with  former  or  current  patients  and  family  or  friends  of  these   who   through   word   of   mouth   start   creating   an   impression   or   experience   with   your  organization.     Other   touchpoints   to   keep   in   mind   include   written   communications   such   as   mailings  or  print  ads,  articles  and  your  facilities,  which  consist  of  how  they  look  from  a  distance.  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  5  
  6. 6. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare      Having  an  organization-­‐wide  strategy  on  how  to  manage  the  patient  experience  would  force  you  to  consider  and  plan  on  how  you  will  affect  and  mold  your  prospective  patients’  experience  with  your  organization  as  early  as  the  awareness  stage.        Competitive  Positioning  For  some  organizations,  creating  a  warm  environment  and  personalized  experience  can  offset  the  “I   feel   like   a   number”   perception.   Only   20%   of   participating   institutions   agreed   that   their  organization’s   systems   are   designed   to   enable   each   person   who   interacts   with   a   patient   to  understand  his/her  preferences  indicating  the  need  for  a  greater  focus  on  personalized  care.  From  a   competitive   perspective,   hospitals   and   institutions   that   are   highly   ranked   due   to   clinical  excellence   can   turn   their   attention   to   improving   patient   experience   to   maintain   advantage   as  competitors  begin  to  close  the  gap  in  terms  of  clinical  and  technical  competence.    Differentiation  with  a  Personalized  Experience  Whether   a   small   community   hospital   or   large   urban   medical   center,   your   organization’s   clinical  excellence   and   expertise   is   important   but   is   no   longer   as   much   of   a   differentiator   as   in   the   past.    With  clinical  excellence  a  standard  expectation,  high  ranking  healthcare  organizations  are  shifting  their   focus   to   personalization   of   the   patient   experience.     Personalization   does   not   literally   mean  that   everyone   within   your   organization   is   expected   to   have   the   one   on   one   relationship   with   all  patients,   but   instead   has   the   systems   in   place   to   provide   the   feeling   of   a   more   personalized  experience.     As   examples,   some   high-­‐ranking   healthcare   organizations   create   a   personalized  environment   by   hiring   greeters   to   offer   patients   and   their   caregivers,   family   and   friends   a   warm  smile   and   wayfinding   assistance.     Training   your   receptionists   and   nurses   to   review   the   schedule   for  that   day   and   greet   all   patients   by   name   further  eliminates   the   feeling   of   being   just   another  number.    Differentiation  with  Ease  of  Access  Leveraging   technology   and   streamlining  processes   to   create   an   easy   and   efficient  experience   is   another   tactic   for   experience  management.  Only  25%  of  participants  reported  their   patient   information   systems   are   designed  to   take   most   of   the   burden   from   patients   in  getting   to   their   appointments   and   for   effective  medical   record   information   management   Local  providers   are   often   preferred   for     what   patients  perceived   to   be   more   common   services   due   to  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  6  
  7. 7. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    the   convenience   offered   by   local   hospitals.   Fast   and   easy   appointment   setting   and   access   can  encourage  patients  to  travel  for  care.    Grow  Market  Share  and  Volume  Leaders   of   many   healthcare   facilities   agree   that   improving   the   patient   experience   supports  strategies   for   growth   in   market   share   and   increased   patient   volume.   About   77%   of   participants  responded   that   their   organization   believes   that   effective   patient   experience   management  generates   additional   patient   revenue.   Experience   management   may   result   in   additional   revenue  through  an  increase  in  referrals  from  patients,  caregivers  and  referring  physicians.    Providing   an   exceptional   experience   can   turn   satisfied   patients   into   advocates,   providing  recommendations   to   friends   and   family.   Experience   management   can   be   an   effective   form   of  marketing  (word-­‐of-­‐mouth)  and  about  87%  of  participating  institutions  agree  with  this  statement.      Developing  Enchanted:  Patients  &  Referring  Physicians  Strategically  managing  the  patient  experience  management  enables  organizations  to  not  only  make  promoters  of  their  patients,  but  loyal  and  enchanted  followers.    An  enchanted  patient  contrary  to  a  loyal   and   satisfied   patient   does   not   need   to   be   prompted   to   recommend   your   organization.     An  enchanted  patient  will  mention  their  experience  and  adulation  of  your  organization  anecdotally  in  conversation  and  will  be  sure  to  say  ‘And  if  you’re  ever  in  need  of  this  care,  then  you  must  go  to  XYZ   Hospital.”     Thus,   if   you’re   doing   a   successful   job   of   strategically   managing   your   patients’  experience,   then   be   ready   to   handle   additional   volume   as   word   of   mouth   travels   fast.     Word   of  mouth  is  hands  down  the  most  effective  way  of  marketing  your  organization  as  we  have  heard  time  and  time  again  in  the  myriad  patient  interviews  we’ve  conducted.    An  often  neglected,  but  powerful  ally  and  promoter  to  help  in  your  organization’s  effort  to  grow  market   share   and   volume   are   referring   physicians.     Referring   physicians   armed   with   the   proper  tools   to   refer   and   information   to   educate   themselves   and   their   patients   about   your   organization  can  become  loyal  advocates.        Referring   physicians   appreciate   clear,   consistent   communication  about  their  patient  from  the  rendering  physician  to  facilitate  the  continuation   of   care.   More   than   71%   of   participating’  organizations   currently   use   integrated   systems   with   other  healthcare   providers   allowing   efficient   and   timely  communications   between   referring   physicians   and   rendering  physicians.      ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  7  
  8. 8. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    Referring   physicians   expect   healthcare   facilities   to   provide   the   same   quality   of   care   they   provide  their   patients.   Doing   so   can   increase   satisfaction,   build   strong   relationships   and   lasting   referral  patterns.   The   importance   of   referring   satisfaction   is   supported   in   this   study.   Almost   42%   of  participating   institutions   report   that   their   organization   monitors   referring   physician   satisfaction  annually.      These  loyal  advocates  can  easily  become  enchanted  promoters  when  an  organization  extends  the  personalization   that   we   mentioned   patients   yearn,   to   the   referring   doctor.     Leading   healthcare  institutions  often  accomplish  this  with  personalized  ‘thank  you’  notes  and  even  phone  calls  that  not  only   establish   professional   rapport   but   also   acknowledge   the   referring   physician’s   efforts   for   the  added   business.     Another   best   practice   is   timely   delivery   of   detailed   notes/updates   about   the  referring   physicians’   patients   as   well   as   ongoing   needed   care   or   treatment   upon   discharge.    Seemingly   minor   personal   touches   and   courtesies   go   a   long   way   for   both   patients   and   referring  physicians.    Strategic  Approach  While   providing   the   ideal   patient   experience   is   integrated   in   the   vision   principles   of   most  organizations,   more   and   more   healthcare   leaders   are   taking   a   strategic   approach   to   leveraging  experience  management  and  its  ability  to  drive  growth  and  create  competitive  advantage.    MANAGING  THE  PATIENT  EXPERIENCE    As   mentioned   earlier,   patient   experience   management   needs   to   go   beyond   a   lone   departmental  initiative  to  truly  be  effective  and  affect  overall  market  share,  positioning,  and  volume.    Successful  efforts   into   managing   the   patient   experience   are   part   of   and   in   symphony   with   an   organization’s  overall  strategy.    Experience  Management  Today  Healthcare   organizations   understand   the   importance   of   experience   management.   Nearly   72%   of  institutions   reported   that   they   have   an   executive   designated   as   a   patient   experience   lead   and   71%  report   currently   using   patient   advisory   boards.   Yet   54%   of   participants   reported   that   their  organization   does   not   have   a   common   definition   for   patient   experience   management.   This  indicates  progress  has  been  made  with  regards  to  prioritizing  experience  management  yet  there  is  still  some  ambiguity  as  to  how  to  inject  those  priorities  into  operations.    While   it   is   key   to   have   the   appropriate   leadership   or   institutional   executives   as   proponents   of  patient  experience  management  as  an  overall  strategy  for  the  organization,  it  is  equally  critical  if  not  more  so  to  ensure  that  buy  in  is  attained  by  faculty  and  staff.    By  engaging  and  gaining  the  avid  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  8  
  9. 9. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    support   of   faculty   and   staff   –   leadership   can   rest   assured   that   their   efforts   toward   a   patient  experience  management  strategy  will  be  strong  and,  with  the  right  programs  in  place,  long-­‐lasting.      Managing  Experience  with  Technology  We  found  that  a  large  majority  of  organizations  currently  utilize  technology  as  a  means  to  manage  the  patient  experience.  Over  84%  report  their  organizations  rely  on  patient  electronic  medical  records.  In  addition,  68%  report  using  real-­‐time  patient  feedback  tools.      Integrated  systems  with  other  healthcare  providers  and  service  recovery  systems  are  being  used  by  most  organizations  today.  These  systems  improve  the  efficiency  of  many  activities  throughout  the  patient  experience,  from  making  an  appointment  to  following  up  with  their  primary  care  physician.  The  degree  to  which  these  systems  are  integrated  and  consistently  applied  across  the  experience  varies.      Use  of  technology  to  manage  the  patient  experience  will  continue  to  be  a  trend  in  the  future.  In  the  next  twelve  months,  24%  of  participating  institutions  stated  that  their  organization  intended  to  use  integrated  systems  with  other  healthcare  providers.  While  54%  of  participants  currently  use  a  customer  relationship  management  system,  another  24%  of  survey  participants  reported  their  organization  has  planned  to  use  a  customer  relationship  management  system  in  the  next  twelve  months.    These  technologies  in  the  form  of  CRM  systems  and  EMR  serve  to  complement  a  patient  experience  management  strategy  not  supplement  it.      Using  technology  to  measure  patient  satisfaction  in  real  time  via  a  dashboard  can  facilitate  and  expedite  service  recovery  and  continuous  service  improvements.    Using  technology  to  track  patient  preferences  or  customize  service  to  track  and  address  their  unique  needs  when  visiting  your  institution  can  make  for  a  better  experience.    However,  institutions  will  need  to  be  careful  to  ensure  technology  is  only  an  aid  and  not  a  substitute  for  human  touch,  which  will  have  a  strong  positive  impact  on  the  overall  experience          ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  9  
  10. 10. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare      Performance  Improvement  Reducing  wait  times,  cleanliness  and  other  service  related  issues  can  have  a  big  impact  on  the  patient  experience.  Performance  improvement  initiatives  were  reported  as  common  tactics  to  manage  and  improve  the  patient  experience.      Over  92%  of  participating  institutions  agreed  with  the  statement  that  their  organization  has  work  teams  focused  on  service  improvement.  We  found  34%  of  participants  reported  that  their  organization  identifies  thematic  service  issues  and  runs  them  through  a  lean  process  to  breakthrough  inefficiencies.  About  43%  of  participating  institutions  reported  that  they  have  a  common  set  of  processes  to  manage  the  patient  experience  across  multiple  functions.    In  addition  to  performance  improvement  initiatives,  over  53%  of  participating  institutions  monitor  their  HCAHPS  results  and  62%  report  monitoring  patient  satisfaction  on  a  continuous  basis.  A  total  of  86%  of  participating  institutions  report  that  their  organization  currently  has  a  service  recovery  program  in  place  and  73%  report  service  recovery  issues  are  monitored  and  addressed  throughout  their  patients’  stay.    These  tactics  are  all  valuable  ways  of  monitoring  patient  satisfaction,  however,  arguably  offer  limited  insight  into  the  patient  experience  as  the  richness  that  comes  through  qualitative  research  is  missing.    For  a  better  pulse  on  the  voice  of  the  patient  and  to  gain  more  empathy  from  the  institutions’  faculty  and  staff,  one  on  one  in  depth  interviews    serve  as  great  complements  to  quantitative  research  methods  as  it  probes  deeper  into  areas  of  dissatisfaction.    Qualitative  research  is  widely  used  by  prominent  institutions  to  complement  their  quantitative  research  such  as  HCAHPS.    Opportunities  For  those  organizations  that  want  to  build  stronger  experience  management  programs,  there  are  three  areas  for  development  to  consider.      First,  only  43%  of  participating  institutions  report  that  their  organization  has  a  common  set  of  expected  behaviors  to  manage  the  patient  experience  across  multiple  functions.  Patients  often  experience  disjointed  processes  between  departments  in  the  form  of  long  wait  times  and  miscommunications  between  care  providers  leading  to  dissatisfaction.    This  is  an  issue  that  some  of  the  top  institutions  are  contending  with  as  they  struggle  to  align  the  various  departments  and  cut  through  institutional  red  tape.    ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  10  
  11. 11. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare     Implementing  an  overarching   institutional  strategy  behind   patient  experience  management   with  departmental  buy-­‐in  and   support  is  a  step  in  the  right   direction  to  begin  addressing  this.     Second,  going  beyond  meeting   functional  needs  by  addressing  the   emotional  and  psychological  needs   of  patients  can  have  a  strong   impact  on  the  patient  experience.     For  many  patients,  this  is  a  very  stressful  time  in  their  life.  While  62%  of  participating  institutions  stated  that  their  organization  has  service  standards  that  acknowledge  the  anxiety  patients  have  with  their  condition  only  20%  report  having  systems  that  are  designed  to  enable  each  person  who  interacts  with  a  patient  to  understand  his/her  preferences.  The  ability  to  anticipate  a  patient’s  needs  can  help  staff  members  reduce  stress  and  consistently  meet  or  exceed  their  expectations.  Developing  uniform  service  standards  that  build  a  culture  of  empathy  and  caring  is  a  good  way  to  lay  the  groundwork  for  an  institution.    By  managing  the  patient  experience,  an  institution  can  eliminate  the  guesswork  for  their  faculty  and  staff  by  identifying  specific  needs  various  patient  groups  have  throughout  the  stages  of  their  experience.    While  87%  of  participating  institutions  report  that  their  organization  offers  support  groups,  unfortunately,  not  all  patients  take  advantage  of  these  services.  As  the  evolution  of  experience  management  strategies  continues,  identifying  methods  to  address  emotional  needs  should  be  considered  to  compliment  the  advances  made  through  technology-­‐related  and  performance  improvement  initiatives.      Finally,  not  having  a  shared  vision  and  understanding  within  the  organization  regarding  their  patient  experience  strategy  is  a  major  challenge.  Only  54%  of  participants  agreed  that  senior  executives  and  staff  are  aligned  in  their  view  of  patient  experience  management.      Ironically,  71%  of  participants  believed  that  their  organization  has  a  common  set  of  expected  behaviors  to  manage  the  patient  experience  at  the  individual  level.  Clearly,  there  is  a  gap  between  the  vision  and  the  execution  of  the  patient  experience  management  strategy  for  many  organizations.      Most  organizations  feel  strongly  that  patient  experience  is  a  strategic  imperative,  yet  nearly  half  believe  senior  executives  and  staff  are  not  aligned  in  their  view  of  patient  experience  management.  Closing  this  gap  will  require  a  shared  vision,  a  clearly  defined  patient  experience  strategy,  strong  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  11  
  12. 12. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    leadership  to  execute,  and  a  patient-­‐  focused  culture  to  implement.    For  a  successful  endeavor  in  patient  experience  management,  leadership  needs  to  be  behind  the  patient  experience  management  strategy  on  an  institutional  level  and  develop  teams,  meetings  and  constant  communications  and  workshops  to  build  and  maintain  faculty  and  staff  support  and  engagement  in  these  efforts.    Conclusion  Managing  the  patient  experience  will  continue  to  be  a  top  priority  for  healthcare  organizations  and  their  leaders.      As  experience  management  strategies  evolve  from  implementing  technology  and  process  improvement  initiatives  to  deeper  organization  or  culture  changes,  those  who  invest  in  the  patient  experience  will  likely  continue  to  grow  and  thrive.    Patients,  as  any  other  service  customer,  shop  around  for  their  providers  and  beyond  looking  for  professionals  who  can  meet  their  medical  needs,  they  look  for  professionals  who  will  provide  them  a  high  quality  service  level  and  experience.    Your  patients  will  have  an  experience  with  your  institution,  but  it’ll  be  up  to  leadership  and  the  institution  as  a  whole  to  manage  and  mold  that  experience  into  the  ideal  experience  representative  of  your  institution’s  brand.    ABOUT  THE  COLLABORATORS    APQC  APQC  is  a  member-­‐based  nonprofit  and  one  of  the  world’s  leading  proponents  of  knowledge  management,  benchmarking,  and  best  practices  business  research.  Working  with  more  than  750  organizations  worldwide  in  all  industries,  APQC  provides  organizations  with  the  information  they  need  to  work  smarter,  faster,  and  with  confidence.  Visit  www.apqc.org  or  call  +1.713.681.4020  and  learn  how  to  Make  Best  Practices  Your  PracticesSM.    The  Beryl  Institute  The  Beryl  Institute  is  the  global  community  of  practice  and  premier  thought  leader  on  improving  the  patient  experience.  The  Institute  serves  as  a  reliable  resource  for  shared  information  and  proven  practices,  a  dynamic  incubator  of  leading  research  and  new  ideas  and  an  interactive  connector  of  leaders  and  practitioners.  The  Institute  is  uniquely  positioned  to  develop  and  publicize  cutting-­‐edge  concepts  focused  on  improving  the  patient  experience,  touching  thousands  of  healthcare  executives  and  patients.  Learn  more  at  www.theberylinstitute.org.    Gelb  Consulting,  An  Endeavor  Management  Company  In  2012,  Gelb  Consulting  became  an  Endeavor  Management  Company.  With  our  Gelb  experience  (founded  in  1965)  ,we  offer  clients  in-­‐depth  insights  in  the  healthcare  industry  and  unique  capabilities  that  focus  their  marketing  initiatives  by  fully  understanding  and  shaping  the  customer  ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  12  
  13. 13. 2012  Benchmarking  Study:  Patient  Experience  Management  in  Healthcare    experience  through  proven  strategic  frameworks  to  guide  marketing  strategies,  build  trusted  brands,  deliver  exceptional  customer  experiences  and  launch  new  products.    Visit    www.endeavormgmt.com  or  call  +1.713.877.8130  for  more  information.    ©  2012  Endeavor  Management.  All  Rights  Reserved.       Page  13  

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