Human experienceinhealthcare tpg-ltd_6-2015v7
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This document outlines an assessment approach called the PULSE assessment to evaluate the human experience in healthcare. The assessment focuses on four core domains: Place, Process, People, and Purpose. It examines the patient, provider, and employee experiences and how they intersect. The assessment is conducted over 3 days and provides a top-line presentation on day 2 as well as a more detailed report within 2 weeks. The goal is to understand strengths, opportunities, and recommendations to improve efficiency, quality, innovation, loyalty and other outcomes through an integrated approach focusing on the human experience.
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Human experienceinhealthcare tpg-ltd_6-2015v7
- 1. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. the HUMAN EXPERIENCE in healthcare JUNE 2015 An Input to Outcomes Oriented Assessment BY: Karen Haney & Steph Sharma Opening Discussion Introductions Urgency Expectations Priorities
- 2. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. CORE ASSESSMENT DOMAINS Expectations to engage, dis-satisfiers and fundamentals, Strengths of organization and roles to deliver patient experience, Barriers to engagement for each stakeholder, Attributes that create inter-role commitment and connection, Opportunity areas to realize integration of people and practices, Alignment of strategy, operations and communication.
- 3. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. PLACE • Environment • Culture • Structure PROCESS • Systems • Methods • Measurements PEOPLE • Connection • Contribution • Influence PURPOSE • Mission • Alignment • Business Case HUMAN EXPERIENCE Integrated Outcomes PATIENT EXPERIENCEPROVIDEREXPERIENCE EMPLOYEEEXPERIENCE LEADERSHIP
- 4. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. Patient Experience Employee Experience Provider Experience INTEGRATION STRATEGY Based on the Human Intersection Points O U T C O M E S Efficiency Quality Innovation Customer Loyalty Retention, Attraction Culture, Environment Engagement Profitability
- 5. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. DEEPER INSIGHTS
- 6. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. PULSE assessment (3-day review)* the HUMAN experience in healthcare™ *Assessment approach can be more in-depth depending on priorities.
- 7. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. DELIVERABLES On-site Top-line Presentation: To key leaders afternoon of Day 2 (prescheduled) Who – we talked to, observed, received information from What – we observed, heard, believe to be relevant attributes of assessment Strengths –areas to build upon Opportunity – aligned to each of four key areas: People, Process, Place and Purpose Short-term – fast impact to Patient Experience with recommended steps Long-term – align decisions about Patient Experience to Strategy, Culture and Structure Report and Recommendations: Delivered to partner team within 2 weeks post pulse assessment Deeper dive and details into each of the 6 areas outlined in the presentation Detailed recommendations with suggested timing; noting the solutions we can fulfill.
- 8. Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved.Copyright 2015 © LEAD the difference & TPG Experience. All rights reserved. HUMAN EXPERIENCE, AN INTEGRATING APPROACH Thank you for your consideration and time. www.tpgexperience.com | KHaney@turningpointgroup.com | 1.281.813.5309 www.leadthedifference.com | Steph@leadthedifference.com | 1.206.485.2414
Editor's Notes
- (Karen slide) Thank them for considering our RFP to assess your current Patient Experience and Guest Services and providing time for discussion and clarifications. My name is Karen Haney and am with TPG Experience and this Steph Sharma with LEAD the difference. Before we go through a few slides we would like to have you introduce yourselves and let us know why this assessment important to you and the organization at this time? What do you expect out of the assessment? What are you questions or expectations from today’s meeting? Why assess? After they introduce and answer the questions… Thank you that helps us know where to focus our presentation so we can meet your needs today.
- focus on the what to assess to get a good strategy or recommendation? Key talking points – (If feasible correlate these to the things the group said so that they connect to it): When assessing an organization we find there are multiple domains that impact the patient experience and need to be evaluated Clear organizational strengths of the existing patient experience, Barriers to engagement by each stakeholder that affects the patient experience, (our assessment is built on the provider, employee, patient and family all as stakeholders) Disconnects in strategy, operations and communication, Dis-satisfiers, minimum expectations to engage within each role, Attributes that create commitment and engagement across stakeholders, Opportunity areas to realize better integration of practices. (Karen slide) When we look at these we use an integrated lens from the provider, employee and patient perspectives. A little about “us”. We originally worked in collaboration on projects when Karen was at Memorial Hermann and Steph was with Gallup. We found early on that as we approached a project our vantage point was different and if we combined them we ended up with a better product. Fast forward to now and we see that our combined companies with TPG Experience an expert at the Patient Experience and LEAD the difference with an expertise on what drives human behavior combined can provide an assessment that integrates the Patient Experience, Employee Experience and Provider Experience. REFERENCE ONLY: As we shared that they will be technically a pilot program for us, we should be prepared for any concerns they might they have about this. How can we address them, or ease worries before they even ask? Combined years of experience Help be benchmark for other, Leaders, Pioneers Approach - always individualized so expertise is there just unique to how approach it Integrated, adaptable What else?
- Steph Slide ADDL TALKING POINTS: Key points of integrating review – looking at all human components. Integrated model = needs of one group do not trump another group, etc. (might not want to say mayo since they are in mn?) Go beyond just PE; What if we could integrate – use reference of one of the models to overall integration and the promise (reference used in my blog?) – Framework for Integration of the human experience….. Challenges in Patient Experience (fragmentation, silos, competing priorities of time/money/access, etc.) Process to Understand the HUMAN experience Differentiation with patients, employees, providers Unique about us: Experience IN hospital patient outcomes (KH experience) Combined X yrs of experience affecting employee driven change in customer experience Expertise in all 3 areas Bring integrated objective and accountability to patient experience imperative Exist to integrate, remove silos Assess with all stakeholders in mind; give and take; or sacrifice of one to serve another In part they are buying “us” so need to make them comfortable and bring the “human” into the 15 minutes – maybe stories? - Behavioral Economy drives Rational Economy (SS exper Gallup research?) HumanSigma case of 10 hospitals across 3 years, integrated measurement – top in HumanSigma (need to rename this for us!) outperformed all others (can speak in generalities but also in quadrant specifics without selling Gallup; Another story – research study on PURPOSE in nursing, system role! Distinguish our group by bringing Employee, Provider and Patient experience expertise to be able to integrate the recommendations Our Approach/Model takes into consideration all 3 groups. We frame this around PEOPLE, PROCESS, PLACE AND PURPOSE What are the INPUTS that define each human’s experience, by role? What INPUTS define the overall experience? Which are unique to the organization? Why? How do these INPUTS inform practices, decision rules and strategies tied to business outcomes? How can they be remain: strategic, individualized, organic? How can practices inform and enable vs. legislate in an industry highly dependent upon regulation, scripting, processes and documentation? Patient & Employee & Physician mirror each other People (patients, physicians, employees, relationships), process, place and purpose (all inputs?) Purpose (italics) - how relate/connect other “ps” WONDER IF WE SHOULD TRY TO ANIMATE THIS SLIDE? MIGHT BE A GOOD WAY TO BUILD THE STORY
- (Steph Slide)Word Cloud: what questions we are going to answer during the answer? Communication agility consistency relationships strengths barriers silos support alignment contradiction time priorities expectations gaps engagement perceptions attributes dis-satisfiers fundamentals patient provider employee nurse purpose place people process strategy structure healing efficiency short-term long-term contribution collaboration drivers Questions during assessment will drive to these.
- (Karen Slide)Pulled from RFP PRIOR (2-3 weeks before on-site days) A series of planning calls, pre-interviews, possibly a survey and data sharing prior to our on-site visit with your organization. On-site, Day 1 and Day 2 Observe: Observation of your facilities and human to human interactions through a “Mystery Shopping” style format, throughout the public areas of the hospital, online and over-thephone interactions - all from a customer’s point-of-view. Interview: Brief interviews are conducted with management, directors, providers and front-line staff. Primary focus is to determine patient experience alignment to hospital growth and patient satisfaction goals. Review: Review of your patient communications and data research, including (but not limited to) Reports of: Patient Engagement/Satisfaction, Employee Engagement/Satisfaction demographics, etc. and Physician Engagement/Satisfaction. Our review completes on day two and we then provide an initial management presentation of our Experience Assessment findings. These include role-specific insights and initial highlights for integration. Remaining questions are submitted. POST Based upon our presentation of finding on site during day 2, within two weeks we will provide you a customized Patient Experience proposal to achieve service excellence. This proposal will include recommendations including additional assessments to ascertain: metrics and indicators that instill and track an integrated strategy across roles, including correlation opportunity over time On slide 7, when we discuss the process, should we speak to how we work with them as well? Expectations of time. Other ways of observing. What would further consulting look like? Maybe not the last one just yet? But try to paint a picture of what working with us is like and how we research as well as consult with them vs at them sort-of-speak.
- Karen Slide What can they expect form our 2-3 days with your organization? Presentation end of day 2 [ ? ] Recommendations Report w/in 2 weeks [ ?] ST Level of insights, types? Short term: fast/easy to impact Patient Experience with recommended steps, easy-to processes, systems; tactical ideas to address areas of opportunity and continue strengths
- Both answer questions: What can the expect from building an integrated human experience system of care? LT We would love to work with your team by conducting this Pulse Assessment. What questions do you have at this time?