Serviceessentials
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The document outlines Mayo Clinic's model for service excellence. It emphasizes that service quality is measured by the patient experience. The model has three key aspects: patient centered care, employee driven service, and living the service essentials. Living the service essentials involves leadership commitment, service champions, assessments, recognition, and standards to promote a culture where excellent service is consistently delivered.
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Serviceessentials
- 1. from the Mayo Clinic Model of Care… CP1148089-1
- 2. Mayo Clinic of the Future <CLICK> on picture to view movie “…we will be competing for business on quality and service.” “ Even if we are good, even if we are excellent,… there is always room for improvement.” Denis A. Cortese, MD President and CEO Mayo Foundation CP1148089-2
- 3. The quality and value of Mayo Clinic’s medical care is measured by the patient’s overall service experience — the extent to which we anticipate and meet the needs that our patients have in a time of uncertainty, confusion and/or distress CP1148089-3
- 4. “Mayo Clinic’s future depends on the quality of its service.” Dr. L. Berry, PhD 2002 CP1148089-4
- 5. Our excellence in service will set us apart from all other medical institutions • Many of our employees already provide excellent service • We will build on their examples and ensure that excellent service is provided more consistently in every area every day CP1148089-5
- 6. Service is a Priority across Mayo • Mayo leadership from all sites established Service Essentials as part of the Mayo Clinic Model of Care • MCR Service Excellence Workgroup is responsible for Rochester’s plan CP1148089-6
- 7. Employees Ph rs ys a de ic ia Le ns Service Excellence is all of these Service Action Service Teams Champions CP1148089-7
- 8. CP1148089-8
- 9. CP1148089-9
- 10. Patient Centered • Patients and their families are the focus of our care and service • We partner with our patients to understand their needs • Service quality is measured by our patients’ service experience • The quality of everyone’s service ultimately touches the patient CP1148089-10
- 11. • Personal • Reliable • Timely CP1148089-11
- 12. Patient Centered Personal • We are attentive to the individuality, diversity, and special circumstances of our patients • We value ongoing relationships with our patients and their physicians and caregivers CP1148089-12
- 13. Patient Centered Reliable • The right service is provided the first time and every time • Promises made are promises kept • Service is conducted with honesty and integrity CP1148089-13
- 14. Patient Centered Timely • Service is conducted in a prompt and punctual manner • Access is timely • Response times are short • Correspondence and telephone calls are returned promptly CP1148089-14
- 15. CP1148089-15
- 16. Employee Driven Service is delivered by people who • Are courteous, caring and respectful • Possess the knowledge, attitude and skills necessary to provide excellent service • Demonstrate competence and professionalism in service delivery CP1148089-16
- 17. • Energized and Innovative • Team Based • Systems Supported CP1148089-17
- 18. Employee Driven Energized and Innovative • We are empowered to serve creatively • Employees and volunteers make the extra effort, take the extra step, and go the extra mile CP1148089-18
- 19. Employee Driven Team Based • Service is everyone’s responsibility • We work together, share resources, and support each other • We recognize and reward each other for providing excellent service CP1148089-19
- 20. Employee Driven Systems Supported • Our systems enable superior service • Operational • Communication • Scheduling • Business processes • Inventory CP1148089-20
- 21. CP1148089-21
- 22. It’s demonstrated by Employees It’s driven by Supervisors Living the Service Essentials It’s lead by Service Champions and Service Action Teams It starts with Mayo Leadership CP1148089-22
- 23. Maintained by recruitment and retention Supported by Recognition Living the Service Essentials Evaluated by Measurements Influenced by Assessments CP1148089-23
- 24. Living the Service Essentials Starts with Mayo Leadership • Engage the dept/div in a plan of action • Identify Service Champions • Develop Service Standards • Recognize excellent service • Remove barriers so employees are free to implement service ideas CP1148089-24
- 25. Living the Service Essentials Lead by Service Champions • Recognized service leaders from dept/div. • Facilitate a Service Action Team • Assess the service environment • Lead a Service Action Plan • Communicate the service message CP1148089-25
- 26. Living the Service Essentials Supported by a Service Action Team • Multidisciplinary members from dept/div • Role models of service • Assess the service environment • Implement the Service Action Plan • Communicate the service message CP1148089-26
- 27. Living the Service Essentials Driven by Work Unit Supervisors • Orient employees to Service Essentials • Involve employees in assessing the service environment and developing a Service Action Plan • Use Service Essentials in managing performance • Remove barriers to service actions CP1148089-27
- 28. Living the Service Essentials Demonstrated by Employees • Understand the value of service • Exhibit Service Essentials in interactions with patients and coworkers • Participate in service improvement • Support Mayo’s Service Standards CP1148089-28
- 29. Virtual School of Service CP1148089-29
- 30. Living the Service Essentials Influenced by Service Assessments • Assess dept/div service environment • Assess work unit service environment • Prioritize service gaps • Implement the Service Action Plan CP1148089-30
- 31. Service Assessment and Planning Tool 3-part process • High-level assessment of the service environment • Analysis on each Service Essential • Service Action Plan CP1148089-31
- 32. Service Assessment and Planning Tool • Completed by Service Champions and the multidisciplinary Service Action Team • Used by supervisors and employees to discuss Service Essentials and opportunities to improve service in the work unit CP1148089-32
- 33. Living the Service Essentials Evaluated by Service Measurements • From patients • From customers/suppliers • From Mayo employees • From Service Champions CP1148089-33
- 34. Living the Service Essentials Reinforced by a Service Recognition • Mayo Award for Service Excellence • Mae Berry Service Award • Everyday Service Heroes • Work Unit Recognition CP1148089-34
- 35. Living the Service Essentials Maintained by Service Recruitment and Retention • Job descriptions • Job interviews • Job evaluations CP1148089-35
- 36. Living the Service Essentials Sustained by Service Standards • Specific, measurable actions related to service delivery and interpersonal interactions • Identified by our patients/ customers as the actions and behaviors that make a difference • An important component to implementing a consistent environment of service excellence CP1148089-36
- 37. Living the Service Essentials Service Standards across Mayo • Institutional standards • Department-specific standards • Division-specific standards • Work unit-specific standards CP1148089-37
- 38. Living the Service Essentials Examples of Service Standards Personal Reliable Timely Energized and innovative Team based System supported CP1148089-38
- 39. CP1148089-39
- 40. • What questions may we answer? • What are the next steps? CP1148089-40
- 41. “That’s service….” <CLICK> on picture to view movie “…you are a customer, you are a patient, you are a guest… You want three things…” • Defect free • Timeliness Horst H. Schulze • Caring is in the heart Founding President/COO (former) The Ritz-Carlton Hotel Company Malcolm Baldridge National Quality Award Winner CP1148089-41
- 42. from the Mayo Clinic Model of Care… CP1148089-42
Editor's Notes
- VIDEO CLIP: … in the future years we’re going to be concentrating on what I think are the differentiating features of Mayo Clinic. At some point, if we aren’t already there, we will be competing for business, if you want to look at it from a business perspective, on quality and service. We need to continue to work at that, in everything we do, even if we are good, even if we are excellent. Even if we think we’re good at something we need to prove it and no matter where are, all of us know that even if we perform demonstrably in an excellent way, there is room for improvement. And that’s what it’s all about
- Patients may have a difficult time measuring the care they receive, but have a much easier time with the service that is provided to them. The definition of the patients overall service experience is: the extent to which we anticipate and meet the needs that our patients have in a time of uncertainty, confusion and/or distress
- . In response to the competitive demands of today’s health care system, Mayo Foundation has identified service as a strategic objective: Mayo will strive to exceed national patient satisfaction norms at all three Group Practices and the Mayo Health System. Mayo will define common elements to define service and common measurements to assess service. Exemplary service quality is a strategic and competitive advantage for Mayo. Service has the potential to increase patient loyalty and referrals, physician referrals, employee morale, pride, productivity, retention and overall productivity. Our excellence in service will set us apart from all other medical institutions.
- Mayo’s primary value is the needs of the patient come first. To this end, our collective efforts need to be focused on providing the best care to every patient, every day. Patients and employees choose Mayo Clinic not only because they trust and admire us, but also because they have a pleasant experience while they are here. Service makes Mayo unique. We need to pat ourselves on the back for a job well done, and stay committed to the belief that YOU can make the difference.
- Since June, 2002, Mayo leadership has been working on defining Mayo’s vision for service excellence in a way that complements the Mayo Model of Care. The outcome of that work is eight Service Essentials that define the patient’s service experience across all Mayo sites. The MCR Service Excellence Workgroup has been responsible for developing a service plan for integrating the Service Essentials into MCR’s service culture. By establishing an infrastructure to support service, by sharing best practices and removing institutional barriers to service improvement efforts, and by using the Service Essentials to enhance the service environment of every work unit, MCR will be able to strengthen our medical practice.
- Providing excellent service requires the involvement of everyone at Mayo. It starts with leaders and includes physicians, scientists, and employees. Service Champions and Service Action Teams are charged with the responsibility of leading service improvement efforts within every department/division. Service Excellence is also reflected in the resources Mayo has to support service: Measurement & assessment tools Education and development Recruitment and retention practices that emphasize service Standards that describe a consistent service environment at all levels: institutional, department, division, work unit. Recognition of employees who provide exemplary service and promote service improvement Service recovery methods for regaining patient trust & confidence when we’ve failed to provide exemplary service.
- The Service Essentials provide a common language for understanding and living our primary value that the needs of the patient come first. The Service Essentials are a foundation for building a service culture at Mayo that supports our mission, primary value, and the Mayo Model of Care.
- The first Service Essential is that Mayo service is Patient Centered . This essential puts the patient as the central focus. Caregivers and service providers are invited guests into the lives of patients. We need to continuously ask, “What role do patients play and what role should they play?”. The patient’s perception of the quality of their clinical care is measured by their perception of the quality of their service experience.
- Patient-Centered Service is service that is Personal , Reliable and Timely . These three Service Essentials also apply to providing excellent service to anyone you work with at Mayo: patients, coworkers, other departments/divisions, suppliers and other external customers. We value ongoing personal relationships We provide reliable service with honesty and integrity We provide service in a timely manner
- Patient-centered care is PERSONAL PERSONAL service reflects that each patient is different, and that we can detect those differences and act on them. We convey personal concern and recognize that interpersonal relationships with our patients are the essence of Mayo’s service quality. Being PERSONAL means that we provide personalized attention to our patients’ medical and non-medical needs. We are attuned to their cues. We pay attention to our patients’ values, beliefs and individual needs. We are there for our patients.
- Patient-centered care is RELIABLE Our patients can count on us to deliver consistent quality service. We provide the right service, the first time and every time Our patients trust us to say what we mean and do what we say. They rely on us to keep our promises Be honest and work with integrity as we provide service to patients and families
- Patient-centered care is TIMELY because it conveys respect to those being served. Timeliness is fundamental to Mayo’s service and is measured from our patients’ point of view: Are we on time? Can patients can get an appointment when they need one? Do they have to wait a long time once they’re here? Do we get back to our patients quickly with test results and answers to questions?
- In addition to being Patient Centered, Mayo service is Employee Driven. These are the things that WE do as staff to support the patient’s service experience, support each other and other departments. “ Employees” refers to allied health staff, consulting physicians, scientists, residents, and fellows. Mayo employees and volunteers create the patient’s service experience through their interactions. For this reason, staff recruitment, selection, retention and ongoing development are critical components of Mayo’s service vision. A passion for service excellence is a prerequisite for Mayo employment. Employee morale and job satisfaction play a significant role in the patient’s perception of service quality. It is important to recognize and promote opportunities to sustain work/life balance and a civil work environment.
- We are responsible for creating our patients’ service experience. Mayo employees and volunteers share this important responsibility. Each of us needs to value being courteous, caring and respectful to our patients and colleagues. As coworkers, we all thrive in an environment of mutual respect. We have the know-how to provide excellent service, and additional tools are here for all of us to use. We can show our patients that we know how to provide service.
- Employee-Driven Service is service that is energized & innovative , team based and systems supported . These three Service Essentials also apply to providing excellent service to anyone you work with at Mayo: patients, coworkers, other departments/divisions, suppliers and other external customers. We make the extra effort, go the extra mile We work together, share resources, and support each other We continuously improve the systems that support Mayo service
- Empowerment flourishes in cultures that encourage, support and celebrate risk taking. Empowered employees embrace responsibility and go the extra mile to get the job done regardless of the situation. Empowered employees are driven in the pursuit of service excellence. Tap into underutilized sources of energy, innovation, creativity and power.
- We’re all providing service — at every level of our organization. Teams of physicians, nurses, technicians and others come together on a daily basis to serve the needs of patients. Teams of administrators and non-clinical staff work daily to provide the support and infrastructure needed to operate a medical practice. Team members respect each other’s opinions, share a cooperative spirit, depend on each other, and affirm & acknowledge each together for their contributions. If a patient needs something that a colleague can best provide, pursue it… “ Cheri, Mr. Gonzalez didn’t sleep well last night and he’s a little disoriented. Can you help?” Take the time to notice one another’s service efforts… “ Hey, I saw that you walked Mr. Gonzalez all the way to his next appointment, even though I knew you were late for a meeting. Way to go!”
- To deliver this kind of service, we need great systems and “behind the scenes support,” such as Databases to gather and track information Protocols/standard procedures that help us give the best care Or whatever tools are most appropriate to ou r work unit Mayo has established systems to enable effective and efficient quality care and service. “Behind the scenes” systems such as appointments, billing, health information management, and materials handling make it possible for Mayo to deliver excellent service. Mayo facilities, grounds, lighting and décor play a key role in creating the patient’s service experience by creating an environment that conveys trust and confidence and ensures patient safety.
- To summarize, the Service Essentials describe service that is: Patient-Centered : Persona l, Reliable and Timely and Employee Driven : Energized & Innovative , Team Based and Systems Supported
- Living the Service Essentials starts with leadership . The Rochester Administrative Leadership Team and department/division leadership are responsible for supporting the Service Essentials by implementing Service Action Plans, recognizing excellent service already underway, and by providing opportunities for employees to implement service ideas on their own. Living the Service Essentials is lead by Service Champion (s) & Service Action Team (s). Service Champions are recognized leaders from the department/division who are role models of service. Service Champions lead the Service Action Team and drive implementation of the Service Action Plan. Service Action Team (s) represent a cross-section of the department or division who are also role models of service. This team is responsible for assessing the service environment and developing a Service Action Plan. Living the Service Essentials is driven by supervisors and demonstrated by employees . Each work unit needs to evaluate their service culture and prepare a Service Action Plan. Through service selection, retention, and development, everyone will be a role model of service on the work unit.
- Living the Service Essentials is influenced by assessments . The Service Assessment & Planning Tool will guide departments, divisions and work units in assessing their service environment and developing a Service Action Plan. Living the Service Essentials is evaluated by measurements . Metrics and tools provide us with a “service scorecard”. Through the use of satisfaction surveys, real-time service indicators, service standards and other performance tracking tools, we will be able to collect and evaluate useful information for improving Mayo’s service experience. Living the Service Essentials is supported by recognition . Formal programs are in place at Mayo to recognize exemplary service. Informal recognition of the actions each of us takes on a daily basis to provide better service to those who depend on us should be a foundation of every work unit’s service culture. Living the Service Essentials is maintained by recruitment & retention. By incorporating the Service Essentials into Mayo’s job descriptions, interview questions and job evaluations, Mayo strives to maintain a workforce committed to service.
- Additional responsibilities of leadership include: Orient other leaders in the dept/div to the Service Essentials program Communicate the Service Essentials message Build enthusiasm and buy in from dept/div Define dept/div-specific Service Standards Establish priorities and timelines Communicate accomplishments Support service improvement actions within the dept/div
- Additional responsibilities of Service Champion (s) include: Communicate the Service Essentials message Build enthusiasm in Service Action Team Gain buy in for Service Essentials program across dept/div Communicate Service Standards Facilitate Service Assessment in dept/div Facilitate development of a Service Action Plan following the assessment Establish priorities & timelines Support service improvement actions within the dept/div Communicate accomplishments
- Additional responsibilities of the Service Action Team (s) include: Role model the Service Essentials message Build enthusiasm & buy in across the dept/div Conduct a Service Assessment in the dept/div Participate in preparing a Service Action Plan Implement the Service Action Plan Provide service education Recognize service and support service improvement actions Collect & communicate service measurements Use the Mayo Virtual School of Service to access resources
- Additional responsibilities of Supervisors include: Understand role of Service Champion(s) and Service Action Team(s) Understand & support Service Standards Role model the Service Essentials message Implement a work unit Service Action Plan Reinforce use of Service Essentials in the work unit Use Service Essentials in selecting, developing and evaluating employees Use the Mayo Virtual School of Service to access resources
- Additional responsibilities for employees include: Understand what the Service Essentials are and the associated behaviors Recognize and reinforce the use of Service Essentials behaviors Participate in work unit Service Assessment Participate in service improvement
- The Virtual School of Service is an online resource of service tools, programs and best practices. Click on each term for a detailed description.
- The Service Assessment & Planning Tool is a process for each department, division and work unit to follow in assessing their service environment. The results of the assessment are used to identify service gaps. High-priority gaps should be analyzed to determine the cause and the Service Action Plan should identify the actions that should be implemented to improve service. All employees should be encouraged by supervisors, Service Champions and Service Action Teams to actively participate in developing the Service Action Plan. Frequently, employee suggestions can be easily implemented and result in improved service.
- The Service Assessment & Planning Tool provides instructions and a worksheet for completing each phase of the assessment. The high-level assessment of the service environment involves answering a variety of questions regarding the service provided by the area, the customers served, employee recognition and recruitment, and service standards. The assessment of each Service Essential involves describing what each essential means to that particular area: How is the Service Essential a strength? How could the Service Essential be improved? The Service Action Plan is a tool for documenting the actions the area is committed to implementing in order to strengthen or improve service.
- The Service Assessment and Planning Tool is completed at the department or division level by the Service Champion and Service Action Team. Supervisors use the same tool to involve employees in assessing service strengths and weaknesses in the work unit. By developing a Service Action Plan for the work unit, supervisors can find the right resources to meet the needs identified by employees.
- Service measurements will play a key role in determining if improvements are happening. By collecting data from a variety of sources, we will be able to develop and monitor a “service scorecard”. Patient and employee satisfaction surveys Feedback from customers & suppliers Real-time service indicators Service standards Accomplishments reported by Services Champions
- Formal programs are in place at Mayo to recognize exemplary service. The Mayo Award for Service Excellence is a foundation-wide recognition program. The Mae Beery Service Award recognizes service excellence at MCR. Everyday Service Heroes can be viewed from the MCR Service web page. These people are nominated by their peers for being a Service Hero in the work unit. Informal recognition in the work unit of the actions each of us takes on a daily basis to provide better service to those who depend on us should be a foundation of every work unit’s service culture. Check out the Virtual School of Service for more ideas for keeping service recognition a vital part of your work environment.
- By incorporating the Service Essentials into Mayo’s job descriptions, interview questions and job evaluations, Mayo strives to maintain a workforce committed to service. Recruiting employees with a passion for service and retaining our service stars is one of the best ways Mayo can grow it’s service culture. Supervisors can find resources to help at the Mayo Virtual School of Service and by contacting Human Resources.
- Service Standards are specific, measurable actions that describe how we expect service to be delivered at Mayo. Service Standards are helpful in three ways: Provides a consistent message to employees about service expectations Provides a consistent experience for patients and customers Provides a mechanism for measuring our service excellence
- Service Standards are being focused on at all levels within Mayo: Standards that apply to all Mayo sites Standards that are specific to a department or division Standards that apply to service in the work unit
- The goal is to develop relevant service standards for each Service Essential. Examples of service standards include: Make eye contact and smile when you greet someone Use appropriate salutations (Mr., Mrs., Dr.) Provide hospital dismissal summary upon discharge
- To summarize: The Service Essentials represent service that is Patient Centered and Employee Driven . By providing service that is personal, reliable and timely in a way that is energized & innovative, team based and systems supported, Mayo will achieve a level of service excellence that will set us apart from all other medical institutions. Living the Service Essentials involves everyone at Mayo. The elements of excellent service are interdependent and require simultaneous attention for optimal effect.
- VIDEO CLIPS (CU) …you are a customer, you are a patient, you are a guest sometimes. Whatever you buy, if it is hospital services or a bottle of water, or a car or hotel stay, three things you want. You don’t want more than three things. Number one, you want the perceived product to be defect free. You don’t want the bottle of water to leak. You don’t want this mix up in the operating room. You want this product to be defect free. You want the key to fit into your hotel room. You want the car to run. You want it defect free. That’s what you want. The number two thing you want is timeliness. You want it timely. You don’t want to wait standing there for a bottle of water. (CU) And now, by the way, you don’t want to sit there and say - have a 7:30 appointment and you go into this registration - and you’re… (EEW side shot) …there at 7:15 just to make sure - in registration and then you sit down and then you sign your name. You say it’s 7:15 and you say your name is Schulze, S-C-H-U-L-Z-E, and then they say “sit down over there” and then in 45 minutes somebody calls, “Mr. Sult, Shst, Setz, Stultz..” You don’t want that. VIDEO CLIPS You don’t want to wait for someone to mess up your name. What the heck does it take to read the name? Why, why did you say, … (CU) …why did you say 7:30 if you meant 8 o’clock? I don’t understand, why didn’t you say 8 o’clock? You want… (Crowd shot)…timeliness. Timeliness you want. You want no defect, you want timeliness, and you want Caring service. . It’s called service. (EEW) Service in the receiver’s mind is somebody who cares for you. Who delivers something for you with some heart. (EW) …Caring…Caring. I’m, afraid that Caring may be slowly, because we use it so often it’s interpreted as..putting another infusion bag on the thing.. or changing a bed pan – uh, that’s Caring. The function is not Caring – the feeling is Caring. The heart - Caring is in the heart. The other things are process and functions. Caring is in the heart. (MCU) It’s a decision! I care, and respect and give heart to my people, to my patients and customers and to my employer as a leader. It’s a decision.