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Managing the hospital in-patient experience | Understanding where to invest

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Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?

Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.

+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally

+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience

+ See patient experience strategy maps that help inform investment decisions

+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)

+ Learn some specific steps that can be taken to improve the hospital experience

Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."

Published in: Healthcare

Managing the hospital in-patient experience | Understanding where to invest

  1. 1. A Siegel+Gale webinar July 23, 2014 Managing the Hospital In-Patient Experience
  2. 2. 2 Our promise
 
 
 S+G is the simplicity company. We define, design and deliver compelling brand experiences that are both unexpectedly fresh and remarkably clear.

  3. 3. 3 We create
 simplicity
 Research Brand strategy Brand architecture Experience strategy Simplification Content strategy Content development Naming Visual identity Environments Global implementation Employee engagement Digital experiences
  4. 4. 4 Rolf M. Wulfsberg, PhD 
 Global Director, Quantitative Research •  Nationally recognized expert in survey research with 44 years of experience •  Author of the book Fact-Based Branding in the Real World: A Simple Survival Guide for CMOs and Brand Managers. •  PhD and MA in statistics from the American University and BA in mathematics and economics from Luther College (summa cum laude) •  Former Rhodes candidate and Woodrow Wilson scholar •  Served as an expert witness before the U.S. House of Representatives and the Pennsylvania Supreme Court !
  5. 5. 5 Rolf M. Wulfsberg, PhD 
 Global Director, Quantitative Research
  6. 6. 6 The in-patient experience affects a hospital from both an acquisition and retention standpoint
  7. 7. 7 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints
  8. 8. 8 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint
  9. 9. 9 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects
  10. 10. 10 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects 4.  Determine the importance of each touchpoint to the overall experience
  11. 11. 11 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects 4.  Determine the importance of each touchpoint to the overall experience 5.  Determine the percent of all patients who experience the touchpoint in a given period of time and the resulting impact on the hospital
  12. 12. 12 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects 4.  Determine the importance of each touchpoint to the overall experience 5.  Determine the percent of all patients who experience the touchpoint in a given period of time and the resulting impact on the hospital 6.  Repeat Steps 4 and 5 for the performance aspects within each touchpoint to determine their importance and impact
  13. 13. 13 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects 4.  Determine the importance of each touchpoint to the overall experience 5.  Determine the percent of all patients who experience the touchpoint in a given period of time and the resulting impact on the hospital 6.  Repeat Steps 4 and 5 for the performance aspects within each touchpoint to determine their importance and impact 7.  Estimate the difficulty and/or cost associated with improvements to each performance aspect
  14. 14. 14 An 8-step process for prioritizing touchpoints and subsequent investments in those touchpoints 1.  Create a journey map that identifies the various touchpoints 2.  Create a list of various service aspects within each touchpoint 3.  Measure satisfaction with the touchpoint and various performance aspects 4.  Determine the importance of each touchpoint to the overall experience 5.  Determine the percent of all patients who experience the touchpoint in a given period of time and the resulting impact on the hospital 6.  Repeat Steps 4 and 5 for the performance aspects within each touchpoint to determine their importance and impact 7.  Estimate the difficulty and/or cost associated with improvements to each performance aspect 8.  Create a plan for short-term, medium-term and long-term improvement investments
  15. 15. 15 Step 1: 
 Create a journey map that identifies the various touchpoints
  16. 16. 16 An example of a journey map
  17. 17. 17 Siegel+Gale’s nationwide hospital in-patient survey Last year, Siegel+Gale conducted a nationwide survey of 500 patients or primary caregivers of patients who spent at least one night in a hospital in the previous 6 months
  18. 18. 18 Siegel+Gale’s nationwide hospital in-patient survey 1.  Scheduling 2.  Emergency room 3.  Admitting (non-ER) 4.  Signage and way-finding 5.  Physicians 6.  Nurses 7.  Technicians 8.  Hospital room 9.  Testing facilities 10.  Patient transport 11.  Food 12.  Treatment/Procedure 13.  Status updates 14.  Discharge 15.  Billing The survey explored the in-patient experience with 15 touchpoints:
  19. 19. 19 Step 2: 
 Create a list of various service aspects within each touchpoint
  20. 20. 20 Example of service aspects for the hospital room touchpoint a.  Level of privacy I/my family member was provided b.  Comfort of the room c.  Cleanliness of the room d.  Bathroom facilities e.  Amount of room for visitors/ family f.  Noise level in the room g.  Availability of a working TV in the room h.  Temperature in the room i.  Comfort of the bed j.  Adequacy of storage for personal items k.  Lighting in the room l.  Visitor policies/visiting hours m.  Accessibility of call button and intercom to summon assistance
  21. 21. 21 Step 3: 
 Measure the satisfaction with each touchpoint and each aspect of service within the touchpoint
  22. 22. 22 Traditional measurement focuses on a single touchpoint Typically, a hospital measures the in-patient experience by conducting transactional surveys of patients who recently experienced a given touchpoint. The problem with this approach is that the various experiences are not independent of each other
  23. 23. 23 Consider the following example of a business traveler on her way to an important meeting 1. After being delayed in traffic, she arrived at the kiosks to pick up her ticket only to learn that she has to see a representative at the counter
  24. 24. 24 Consider the following example of a business traveler on her way to an important meeting 2. After a long wait in the counter line, she learns that the ticket was issued incorrectly and has to be reissued
  25. 25. 25 Consider the following example of a business traveler on her way to an important meeting 3. She then encounters horribly long lines at the airport security checkpoint
  26. 26. 26 Consider the following example of a business traveler on her way to an important meeting 4. Once through security, she realizes that her gate is at the end of a very long corridor
  27. 27. 27 Consider the following example of a business traveler on her way to an important meeting 5. Upon arrival at her gate, she sees that her plane has already departed
  28. 28. 28 Consider the following example of a business traveler on her way to an important meeting 6. She calls the airline customer service number to complain, but the damage has already been done: she missed her meeting
  29. 29. 29 The result is an angry customer, but which touchpoint is to blame? If multiple touchpoints, how do you quantify how much each contributed? •  The initial reservations representative? •  The counter agent? •  TSA? •  The customer service representative? •  Someone or something else?
  30. 30. 30 Step 4: 
 Determine the importance of each touchpoint
  31. 31. 31 Traditional methods of prioritizing touch points Hospital staff discuss recent patient feedback, complaints, etc., and identify touchpoints that generate the most “noise” The hospital conducts transactional surveys and compares satisfaction to the stated importance of touchpoints
  32. 32. 32 Touchpoints for a hospital patient
  33. 33. 33 The fact that different patients touch different sets of touchpoints creates “missing data” ✔ H ✔ ✔ H ✔ H ✔ H ✔ ✔ H ✔ H H
  34. 34. 34 Siegel+Gale’s nationwide hospital in-patient survey 1.  Scheduling 2.  Emergency room 3.  Admitting (non-ER) 4.  Signage and way-finding 5.  Physicians 6.  Nurses 7.  Technicians 8.  Hospital room 9.  Testing facilities 10.  Patient transport 11.  Food 12.  Treatment/Procedure 13.  Status updates 14.  Discharge 15.  Billing Take a minute or two and rank what you believe are the top 5 most important touchpoints
  35. 35. 35 Nurses have the highest importance of the 15 touchpoints, followed by status updates and the emergency room admission process 21% 16% 13% 9% 8% 8% 7% 7% 5% 3% 1% 1% 1% 1% 1% 0% 5% 10% 15% 20% 25% Share of Importance
  36. 36. 36 Step 5: 
 Determine the incidence of exposure and impact for each touchpoint
  37. 37. 37 Due to the low incidence of the emergency room among patients who stayed more than one night, ER contributes only 1% to the overall NPS *Emergency room incidence low due to overnight stay screening criteria
  38. 38. 38 Nurses and status updates are the highest contributors to NPS Share of Impact
  39. 39. 39 Touchpoint prioritization map
  40. 40. 40 Step 6: 
 Determine the importance and impact of various performance aspects
  41. 41. 41 Performance Aspect Map within the hospital room touchpoint
  42. 42. 42 Step 7: 
 Estimate the difficulty and/or cost associated with each improvement
  43. 43. 43 Performance Aspect Map within the hospital room touchpoint, by difficulty and/or cost
  44. 44. 44 Difficulty/Cost summary for hospital room touchpoint
  45. 45. 45 Step 8: 
 Create a short-, medium- and long- term improvement plan
  46. 46. 46 
 Q+A

  47. 47. 47 @siegelgale Today’s presenters: Rolf Wulfsberg, PhD Global Director, Quantitative Insights rwulfsberg@siegelgale.com Jessica Kirk, Vice President jkirk@siegelgale.com Related links: www.siegelgale.com We offer •  Research •  Brand strategy •  Brand architecture •  Experience strategy •  Simplification •  Content strategy •  Content development •  Naming •  Visual identity •  Environments •  Global implementation •  Employee engagement •  Digital experiences
  48. 48. siegel+galesiegel+gale The most important element nurses can contribute is responsiveness to requests 48 1% 1% 3% 3% 4% 6% 11% 13% 15% 18% 25% 0% 5% 10% 15% 20% 25% 30% Explaining my/my family member's situation in language that I could understand The access I/my family member was given to the nurse(s) The extent to which it was clear that I was interacting with a nurse vs. a physician, technician Willingness to answer my questions openly and honestly Friendliness of the nurse(s) Frequency of the nurses' checkups Amount of time they gave me/my family member during the stay Attentiveness of the nurse(s) The extent to which I felt the nurse(s) understood my/my family member's situation Respect shown to me/my family member Responsiveness to requests and/or issues Attribute Contribution – Nurses 8.58 8.88 8.68 8.74 8.73 8.73 8.88 8.85 9.01 8.82 8.98 Attribute Satisfaction
  49. 49. siegel+galesiegel+gale Frequency and timing of Patient Updates with combat the anxiety that affects satisfaction 49 5% 10% 17% 18% 22% 27% 0% 5% 10% 15% 20% 25% 30% Consistency of information received from various hospital staff members The extent to which the hospital staff communicated about my/my family member's situation in language I could understand Willingness of the hospital staff to answer questions about my/my family member's condition openly and honestly Availability of technology to communicate status updates (e.g., beepers, electronic status boards, etc.)' Length of time between a procedure/test/etc. and receiving a status update from the hospital staff Frequency of updates about my/family member's situation Attribute Contribution – Patient Status Updates 8.58 8.88 8.68 8.74 8.73 8.73 Attribute Satisfaction

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