Customer Service Training


Published on

This “Customer Service Excellence Training” slideshow is geared to help participants understand:
- The principles of strong customer service
- The concept of internal and external customer service
- Ideas for customer service improvement within their workplace

1 Comment
  • Well said wonderful detail for the healthcare sector
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Often they want what we want for our family and ourselves
  • Relationship and health outcomes Who are you listening to and how often CHC board make-up
  • Culture of customer service 10:30
  • 10:30 Sign Parking Front of building- signs Handicapped access/message
  • Greeting Computer One down Peanut butter position
  • Chairs Art Light Wait 90-60-30 rule
  • Team approach consistent team greeting a consistent panel Decrease stops Work staff at the top of their license
  • Balance productivity with relationship, listening, teaching Enough support staff Patient centered care
  • Case managed, coordinate ancillary services increase patient satisfaction and improve outcomes
  • Customer Service Training

    1. 1. Customer Service Excellence “Successful organizations have one common central focus: Customers” Sharon N. Black Consultants LLC Michigan Primary Care Association 2009 Ken Blanchard and Sheldon Bowls, Raving Fans
    2. 2. Nice to meet you! You are visiting with Shari Black
    3. 3. Objectives <ul><li>We will leave this session with an understanding of: </li></ul><ul><li>The principles of good customer service </li></ul><ul><li>The concept of internal and external customer </li></ul><ul><li>Ideas for customer service improvement </li></ul>
    4. 4. Vision and Action <ul><li>“ Vision without action is dreaming. Action without vision is random activity. Vision and action together can change the world” </li></ul><ul><li>Joel Barker, Futurist </li></ul>
    5. 5. In Today’s Health Care Market: Consider the CHC’s need for continuing clients <ul><li>Clients have a choice of providers </li></ul><ul><li>There is a demand for faster, better service </li></ul><ul><li>Organizations with great service attract and retain more clients </li></ul>
    6. 6. Great Customer Service <ul><li>Take a minute to consider the best customer service experience you have had in the last year or two </li></ul><ul><li>What made it a great experience? </li></ul><ul><li>Let’s have 1 quick story </li></ul>
    7. 7. Who Are My Customers? <ul><li>Each of us has a unique set of clients to consider </li></ul><ul><li>“ Knowing your customer means more than having a passing acquaintance with the research. It means spending time listening to, understanding, and responding - often in unique and creative ways to your client” </li></ul>
    8. 8. Who Are My Customers? <ul><li>My key customers are: </li></ul><ul><ul><li>Staff </li></ul></ul><ul><ul><li>Patients </li></ul></ul><ul><ul><li>The community </li></ul></ul><ul><ul><li>Your funders </li></ul></ul><ul><ul><li>Other stakeholders </li></ul></ul>
    9. 9. In the Michigan CHC Communities <ul><li>You cared for 444,914 unduplicated patients </li></ul><ul><li>These patients visited your sites for 1,690,861 encounters </li></ul><ul><li>You served a diverse patient population </li></ul><ul><li>50,185 were non English speaking </li></ul><ul><li>143,134 were uninsured, 79,008 had private insurance </li></ul>
    10. 10. What do our patients want? <ul><li>Empathy </li></ul><ul><li>Respect </li></ul><ul><li>Access </li></ul><ul><ul><li>Phones </li></ul></ul><ul><ul><li>Appointments </li></ul></ul><ul><li>Relationships </li></ul><ul><li>Safety </li></ul><ul><li>Timely care </li></ul><ul><li>Affordable services </li></ul><ul><li>Personal attention </li></ul><ul><li>Information </li></ul><ul><li>A little surprise </li></ul>
    11. 11. Principle/ Patient as Customer Patients want a great experience <ul><li>Design your systems around the needs of your clients </li></ul><ul><ul><li>Listen to staff and patient needs </li></ul></ul><ul><ul><li>Allow the patient to be a partner in your system and their care </li></ul></ul><ul><li>Delight the client </li></ul><ul><ul><li>Pay attention to giving more than the staff and patient expects </li></ul></ul><ul><li>Health Care flows across relationships </li></ul><ul><ul><li>Empathy, respect lead to better health outcomes </li></ul></ul>
    12. 12. Principle We are all accountable for great service <ul><li>You-each person </li></ul><ul><li>The team or department </li></ul><ul><li>The systems </li></ul>
    13. 13. Principle Remember: Customer service starts with “us” <ul><li>We must assure that the full staff </li></ul><ul><ul><li>Understands and support the mission and philosophy of customer service </li></ul></ul><ul><ul><ul><li>Create service standards </li></ul></ul></ul><ul><ul><li>Focuses on improving systems </li></ul></ul><ul><ul><ul><li>Build customer service into all systems </li></ul></ul></ul><ul><ul><li>Coaches and supports one another </li></ul></ul><ul><ul><ul><li>Give feedback on + and - events </li></ul></ul></ul><ul><ul><li>Communicate, Communicate, Communicate </li></ul></ul><ul><ul><li>Lead by example </li></ul></ul><ul><ul><li>Celebrate success </li></ul></ul>&quot;US&quot;
    14. 14. Principle Appreciation must be frequent and focused <ul><li>“ The deepest principle of human nature is a craving to be appreciated.” </li></ul><ul><li>William James </li></ul><ul><li>Staff will serve the client to the degree they feel served by the organization </li></ul>
    15. 15. Principle Attention to details is a key to success <ul><li>“ You don’t improve service and quality in general. You improve service and quality in specific.” </li></ul><ul><li>Dr. Rodney Dueck, Park Nicollet Medical Center </li></ul>
    16. 16. Principle Excellence has its challenges <ul><li>Make your system user friendly </li></ul><ul><ul><ul><li>Bad systems stop good people </li></ul></ul></ul><ul><ul><ul><li>The good rules will serve the team and the client, the bad rules will seek to enslave </li></ul></ul></ul><ul><ul><ul><li>80% of customers’ problems are caused by bad systems, not by bad people </li></ul></ul></ul>
    17. 17. Principle System must serve the customer <ul><ul><li>“ Service systems that are low on the friendliness scale tend, by their very design, to subordinate convenience and ease of access for the customer in favor of the convenience of the people within the system.” </li></ul></ul><ul><ul><li>Karl Albrecht, Service America </li></ul></ul>
    18. 18. Principle Leaders are coaches <ul><li>“ I spend most of my time thinking about what will motivate players.” </li></ul><ul><li>Pat Riley </li></ul>
    19. 19. Principle Celebrate success <ul><li>“ I have yet to find the man (or woman), however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism.” </li></ul><ul><li>Charles Schwab </li></ul>
    20. 20. Principle A complaining customer is your best friend <ul><li>“ One of the surest signs of a bad or declining relationship with a customer is the absence of complaints. Nobody is ever that satisfied, especially not over an extended period of time. The customer is either not being candid or not being contacted.” </li></ul><ul><li>Theodore Levitt, Harvard University </li></ul>
    21. 21. Principle You must manage your reputation <ul><li>96% of unhappy clients will suffer in silence (not tell us) </li></ul><ul><li>They will, however, tell 14-21 others of their experience </li></ul><ul><li>Satisfied clients will only tell 5-7 others. </li></ul><ul><li>The most powerful advertising tool is word of mouth </li></ul><ul><li>Our biggest opportunity to gain loyal customers is to handle complaints well </li></ul>
    22. 22. First Impressions: The Building’s Exterior
    23. 23. Meeting and Greeting: Reception
    24. 24. To Wait or Not to Wait: Patient Seating
    25. 25. The Art and Science: Clinical Services
    26. 26. Familiarity <ul><li>Familiarity with a panel leads to efficiency which leads to better results </li></ul><ul><li>As much as 50% of a patient visit is wasted when the provider is required to meet the needs of an unfamiliar patient </li></ul><ul><li>A regular provider increases the chance of the patient getting appropriate care to 90%. This may drop as low as 50% without continuity </li></ul><ul><li>MGMA </li></ul>
    27. 27. Patient Centered Care: Heavy Lifting Seeking common ground between patient preference and evidence-based medicine
    28. 28. Time and Communication <ul><li>In a study of over 300 medial encounters, physicians devoted an average of 1.3 minutes to giving information, with 88% worded in technical language </li></ul><ul><li>In another study only 37% of the patients were adequately informed about medications they were prescribed </li></ul><ul><li>Minority patients receive less information about tests, procedures, treatments, and prognosis than White patients </li></ul><ul><li>Improving Primary Care: Strategies and Tools for a Better Practice by Thomas Bodenheimer and Kevin Grumback </li></ul>
    29. 29. Support Staff <ul><li>Centers are more productive with at least 2, possibly 3 medical support staff per provider </li></ul><ul><ul><li>To calculate the FTEs add up </li></ul></ul><ul><ul><ul><li>RN, MA, LPN, Medical Secretary, Patient certification personnel </li></ul></ul></ul><ul><ul><ul><li>Billers do not count as medical support </li></ul></ul></ul><ul><ul><li>You do not want to fall below 1.8 support persons to provider </li></ul></ul><ul><li>A higher proportion of hours of nursing care correlates with better patient care in hospitals (Harvard School of Public Health) </li></ul>
    30. 30. Ancillary Services
    31. 31. The Exit Experience
    32. 32. Service Tips <ul><li>Appointments: allow patient to select the day and time of their appointments </li></ul><ul><li>Timely response to telephone calls and emails </li></ul><ul><li>Team based care </li></ul><ul><li>Integration of Behavioral Health </li></ul><ul><li>Coordination of ancillary services/ case management </li></ul><ul><li>Care given in the patient’s preferred language </li></ul><ul><li>Good health information: Electronic access to communication and information (EHR) </li></ul>
    33. 33. Great Resources <ul><li>MGMA </li></ul><ul><li> </li></ul><ul><li>303-799-1111 </li></ul><ul><li>Toll free 1-888-608-5601 </li></ul><ul><li>Patient Visit Redesign </li></ul><ul><li> </li></ul><ul><li>HRSA program expectations </li></ul><ul><li> </li></ul><ul><li>Family Practice Management </li></ul><ul><li> </li></ul><ul><li>Program Guidelines for Project Grants for Family Planning Services, January 2001 </li></ul>
    34. 34. Great Resources <ul><li>Migrant Clinician </li></ul><ul><li> </li></ul><ul><li>Patient Visit Redesign </li></ul><ul><li> </li></ul><ul><li>IHI </li></ul><ul><li> </li></ul><ul><li>Institute for Family-Centered Care </li></ul><ul><li> </li></ul><ul><li>National Center for Cultural Competence </li></ul><ul><li> </li></ul>
    35. 35. Great Resources <ul><li>The Center For Health Design </li></ul><ul><li> </li></ul><ul><li>Improving Primary Care: Strategies and Tools for a Better Practice by Thomas Bodenheimer and Kevin Grumback </li></ul><ul><li>The Foundation for Informed Medical Decision Making and Health Dialog (patient decision aids) </li></ul><ul><li> </li></ul><ul><li>California Health Literacy Initiative </li></ul><ul><li> </li></ul><ul><li>Sharon N. Black Consultants LLC </li></ul><ul><li> </li></ul><ul><li>National Association of Community Health Centers </li></ul><ul><li> </li></ul>
    36. 36. Great Resources <ul><li>Reaching new heights: Assessing Organizational Capacity to Provide Culturally Competent Services : An Organizational assessment, Protocol review, On-site assessment, Community mapping and Action plan. For more information contact James Bowman Associates (206) 223-0128 or [email_address] . Austin office, (512) 474-2166 or [email_address] </li></ul>
    37. 37. Closing <ul><li>“ Nobody grows old merely by living a number of years. We grow old by deserting our ideals. Years may wrinkle the skin, but to give up enthusiasm wrinkles our soul” </li></ul><ul><li>Samuel Ullman </li></ul><ul><li>Thank you, </li></ul><ul><li>Shari Black </li></ul><ul><li>Principal Sharon N. Black Consultants </li></ul><ul><li>503 860-3184 </li></ul><ul><li>Email </li></ul><ul><li>Blacks@teleport. com </li></ul><ul><li>Website </li></ul><ul><li> </li></ul>