Susan Milligan, Director, Patient Experience, Author at Ensemble Health Partners https://www.ensemblehp.com/blog/author/susan-milligan/ Your modern revenue cycle solution Thu, 05 Jun 2025 19:25:37 +0000 en-US hourly 1 https://www.ensemblehp.com/wp-content/uploads/2023/10/Logo-Chevron-80x80.png Susan Milligan, Director, Patient Experience, Author at Ensemble Health Partners https://www.ensemblehp.com/blog/author/susan-milligan/ 32 32 Understanding the Financial and Referral Impact of Patient Satisfaction Scores https://www.ensemblehp.com/blog/financial-referral-patient-satisfaction-scores/ Tue, 13 Feb 2024 15:33:42 +0000 https://www.ensemblehp.com/?p=12762 Patient satisfaction scores have taken center stage in healthcare, influencing reimbursement rates, patient retention and referrals … Read More

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Patient satisfaction has transcended its status as a mere metric in the healthcare industry. Today, it stands as a critical determinant of an organization’s financial health and its prospects of the likelihood of patients and physicians referring others to their care. As healthcare continues to evolve, patient satisfaction scores have taken center stage, influencing reimbursement rates, patient retention and referrals.

The financial impact of patient satisfaction scores

Reimbursement rates

Patient satisfaction has become intricately tied to reimbursement rates, particularly with the introduction of value-based care models. The Hospital Value-Based Purchasing (VBP) Program, initiated by the Centers for Medicare & Medicaid Services (CMS), allocates a portion of Medicare payments based on hospital performance, including patient satisfaction scores.

Patient retention

Patient satisfaction directly influences patient loyalty and retention. A satisfied patient is more likely to return to the same healthcare facility for future care needs. Conversely, a dissatisfied patient may seek alternatives, leading to a loss of revenue for the organization.

The referral impact of patient satisfaction scores

Word-of-mouth referrals

Satisfied patients often become advocates for their healthcare providers, referring friends and family to the same facility. Word-of-mouth referrals can significantly impact an organization’s patient volume and revenue.

  • A study by the Journal of Healthcare Management found that 68% of patients would recommend their healthcare provider to others.
  • Positive online reviews and social media testimonials serve as powerful referral tools in the digital age.
  • TIP: Encourage satisfied patients to share their experiences through reviews and recommendations.

Physician referrals

In many cases, primary care physicians and specialists refer patients to other healthcare providers for specialized services or consultations. These referring physicians often take patient satisfaction scores into account when making referrals.

  • A HealthLeaders survey revealed that 60% of referring physicians consider patient satisfaction when referring patients to specialists.
  • Positive patient satisfaction scores can lead to increased referrals and collaboration with other healthcare providers.
  • TIP: Foster relationships with referring physicians and keep them informed about your organization’s commitment to patient satisfaction.

Tips for improving patient satisfaction scores

Patient satisfaction scores have become pivotal in determining the financial health and referral success of healthcare organizations. With the shift towards value-based care and increased consumerism in healthcare, prioritizing patient satisfaction is no longer optional. It is a strategic imperative.

To do so most effectively:

  1. Enhance communication
    • Implement effective communication strategies among staff and patients.
    • Train healthcare providers to actively listen to patient concerns and address them promptly.
    • Use technology, such as patient portals and telehealth, to improve communication channels.
  2. Provide education
    • Ensure patients fully understand their diagnoses, treatment plans, and medications.
    • Offer educational resources, both in-person and online, to empower patients to manage their health effectively.
  3. Streamline access to care
    • Reduce wait times for appointments and in the waiting room.
    • Implement efficient scheduling systems and telemedicine options to improve access to care.
  4. Personalize care plans
    • Tailor treatment plans to individual patient needs and preferences.
    • Show empathy and cultural sensitivity in interactions with patients.
  5. Collect and act on feedback
    • Regularly solicit feedback from patients through surveys and direct conversations.
    • Act on feedback promptly to address concerns and make necessary improvements.
  6. Empower staff
    • Provide ongoing training and support for healthcare staff to enhance their interpersonal skills.
    • Recognize and reward staff for exceptional patient-centered care.
  7. Utilize technology
    • Leverage technology for appointment scheduling, virtual consultations and easy access to medical records.
    • Implement patient experience platforms to monitor and improve satisfaction in real time.

By focusing on improving patient experiences, enhancing communication and utilizing technology effectively, healthcare organizations can not only boost their patient satisfaction scores but also secure their financial stability and referral growth.

In an era where patients have more choices than ever, exceptional patient-centered care is the key to thriving in the competitive healthcare landscape.

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Neither Ensemble Health Partners, nor any of its employees, are your lawyers. Please consult with your own legal counsel or compliance professional regarding specific legal or compliance questions you have.

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]]> 6 Tips to Starting a Mental Health Movement https://www.ensemblehp.com/blog/6-tips-to-starting-a-mental-health-movement/ Wed, 03 May 2023 18:24:45 +0000 https://www.ensemblehp.com/?p=10742 Start a movement by using these tips on how to break the stigma and integrate mental health awareness into your organization's culture. … Read More

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Starting a mental health movement can be a powerful way to raise awareness, reduce stigma and promote mental health and well-being in the workplace. To do this, there are two foundational requirements: breaking the stigma that often surrounds mental health and leaders to drive the movement.

In our busy lives, we often tend to neglect our mental health needs because they may not be as apparent as our physical needs, or we may not prioritize them as highly. Starting with a healthy mindset about the importance of mental health is essential.

Many organizations offer Employee Assistance Programs (EAP) that connect associates with free or discounted counseling services. These services not only support physical health but also provide guidance on establishing work-life balance, managing finances and seeking help in dealing with mental health challenges.

By following these six quick tips, leaders can emphasize the importance of both physical and mental well-being:

1. Allow Autonomy

When you give your team members the freedom to make decisions, it can lead to increased job satisfaction and better service delivery. By encouraging autonomy, you empower your team to evaluate situations based on their own standards, which often results in improved performance.

Here’s a quick tip: Hold regular meetings where you can discuss decisions and review the outcomes together. This helps create a team approach to problem-solving and allows everyone to learn from any mistakes. You can even create a playbook for common situations to guide your team’s approach and ensure consistency in the future.

2. Establish Environmental Mastery

Autonomy and environmental mastery go hand in hand in empowering your team and building their competence and expertise. When associates can make effective use of surrounding opportunities — flex schedules, hybrid roles, cross-training, educational opportunities, etc. — their personal needs and values are supported, increasing happiness and well-being.

Here’s a quick tip: Don’t be afraid to think outside the box when it comes to scheduling and workflow management. There’s more than one way to get things done, so be open to different methods and approaches. By doing so, you can fill schedules, meet goals and drive change in new and innovative ways.

3. Encourage Personal Growth

At the end of the day, our most valuable asset is our people. As leaders, it’s crucial to understand our team members on an individual level so we can help them reach their full potential. This means building strong relationships through regular check-ins, one-on-one meetings and team gatherings with open and honest communication.

When you know your team’s aspirations and developmental goals, it’s easier to guide them in the right direction. As your associates see their skills and abilities improve, they’ll gain more confidence and seek out new opportunities for growth.

Here’s a quick tip: Don’t assume you know what your team members want. Schedule meaningful conversations to discuss their short- and long-term goals, and work with them to create a growth plan. Celebrate the small wins along the way and foster accountability to keep them motivated and on track.

4. Inspire Positive Relations with Others

We all need someone we can count on, especially at work. Having a “battle buddy” — a work confidant you trust and can confide in – can make a big difference. These relationships help build understanding, empathy and a safe space where you can be yourself.

Here’s a quick tip: Start building these relationships right from the onboarding process! Connect new hires with someone who can support them as they get started in their new role. Plan team events both inside and outside of the office, and make sure to include your virtual team members as well. Volunteer together and create a strong team dynamic where everyone feels included and valued.

5. Connect to Purpose

Teams that feel connected to their work are more likely to thrive. When a job becomes a calling, people find more meaning and fulfillment in what they do. To foster this kind of connection, it’s important to focus your team’s vision on the mission of your organization. Help them understand the importance of their presence and dedication to the cause.

Here’s a quick tip: Work with your team to set meaningful goals that align with both their personal and professional aspirations. Show them how their work directly contributes to the mission of the organization. For example, if your team is focused on collecting payments, explain how that money is used to support patient care or community initiatives. When your team understands the bigger picture, they’re more likely to feel motivated and engaged in their work.

6. Foster Self-Acceptance

Self-acceptance is key to overall well-being because it allows us to embrace every part of ourselves, not just the “positive” aspects. As a leader, you can model self-acceptance by showing vulnerability and sharing your own struggles and experiences to help employees feel comfortable doing the same. You can also celebrate diversity and individual differences within the team by encouraging employees to share their cultural backgrounds, beliefs and experiences — creating a richer, more inclusive workplace culture.

Here’s a quick tip: Encourage employees to practice gratitude by keeping a daily journal where they write down three things they are grateful for each day. This exercise can help shift their focus from negative self-talk to a more positive outlook and increase self-acceptance.

Key Takeaways

Focusing on mental health is not a one-day exercise.

Great leaders can recognize when their associates are stretched and nearing their limits. Being able to spot the signs of overwork, stress or mental health needs is crucial in creating a culture that supports mental health.

It’s important not to wait for associates to express their frustration or reach the point of burnout. Instead, leaders should take a proactive approach by reassigning responsibilities or providing time off to allow their team to refresh and recharge.

Leaders play a vital role in driving this movement and creating an atmosphere of support and empowerment. Be that leader who takes action to prioritize the mental health of your team.

Susan Milligan, CHAM, CRCR, is the patient experience director for Ensemble Health Partners. Informed by her experiences in healthcare and as the mother of a child with Down syndrome, she is passionate about helping healthcare organizations improve their patient experience through empathy, empowerment and engagement.  

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]]> How to Engage Employees + Ultimately Improve Patient Experience https://www.ensemblehp.com/blog/how-to-engage-employees-ultimately-improve-patient-experience/ Tue, 28 Feb 2023 15:14:43 +0000 https://www.ensemblehp.com/?p=10519 Make employee engagement a top priority for the effect it will have on your employees as well as your patients and community. … Read More

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Keeping patients satisfied as well as healthy is critical for healthcare organizations. A patient’s level of satisfaction during a visit can affect their health outcomes, impact their decision to return to that provider and influence their overall perception of that organization.

Healthcare providers know clinical care quality is a key driver of patient satisfaction. Less commonly considered is the organization’s level of employee engagement and how that ultimately effects the patient experience.

The higher the level of engagement, the more willing your employees are to deliver an outstanding experience to your patients. Engaged employees who are happy and interested in their roles will be much more invested in exceeding expectations of their leaders and your patients, friendlier when dealing with patients face-to-face or over the phone and more productive in their day-to-day responsibilities.

So, consider your employee engagement program central to your patient experience strategy.

Three Levels of Employee Engagement

What does it mean to be engaged? An employee’s engagement can range from neutral sentiment about a company to high motivation and drive for success. Whether employees are motivated impacts productivity, quality of work and the experience of those around them, including patients.

You can think of employees as falling into one of three categories:

  • Engaged – satisfied with the company and motivated to work hard and do a good job
  • Unengaged – getting by doing the minimum, but not motivated to do more
  • Disengaged – previously engaged; but now so unhappy it shows in their work and influences those around them

How to Establish + Execute a Successful Employee Engagement Program

Start (but don’t stop) with a survey.

Engagement surveys are an easy way to check the pulse of a team and learn more about the key drivers of your employees’ satisfaction. Consider using short quarterly surveys, or a larger biannual or annual survey to prevent survey fatigue and provide enough time to respond to results.

Surveys are meant to evoke discussion, invite improvement and foster collaboration. Without follow-through and commitment to action, surveys can fall short. Leaders must understand the importance of spending time with their team members and learning what is important to them. One of the best things a leader can do is ask open-ended questions to maintain a clear understanding of their team’s needs, the effectiveness of interventions and additional methods to improve engagement.

Establish an Employee Advisory Group (EAG).

An EAG is a highly effective way to give employees a voice and the ability to contribute to organizational decision-making, which is a proven method of driving employee satisfaction. To be most effective, an EAG needs a sense of purpose, doable tasks with a timeline, recognition and a belief its input will be valued and impactful. Even the singular step of creating and effectively overseeing an EAG is likely to have a significantly positive impact on engagement and ultimately patient experience.

Read our 4 Tips for Forming an Employee Advisory Group

Invest in development.

Incorporate development into your organization’s engagement strategy to help employees become proficient in their responsibilities and gain additional skills. Build a consistent culture of development by identifying and communicating core competencies employees need to be successful. You should also provide a variety of training and upskilling opportunities, empowering employees to self-manage their careers in collaboration with their leaders.

Make sure mobility and advancement opportunities, as well as the steps needed to achieve them, are well-known for all roles throughout your organization, including non-clinical and administrative roles.

Make recognizing employees a habit.

Regularly recognizing employees is a great way to make employees feel they and the work they do is valued. Encourage praise and shout-outs on company communication channels. Set up an employee-of-the-month program or similar awards to spotlight engaged employees and give them an opportunity to share their pride outside of your organization. Simply taking time to acknowledge those who are going above and beyond can have positive ripple effects across your organization.

Strengthen the sense of community.

Encourage participation in opportunities that align with your organization’s core values like volunteering, investing in employee support funds, donating to charities or getting involved in the community in other ways. Creating a culture of community and giving back not only helps those on the receiving end while elevating employee engagement, but it also reinforces a positive brand reputation in your community.

Key Takeaways

Your employee engagement program should be central to your patient experience strategy.

Satisfied teams promote higher patient experiences because they live and work in environments that foster empathy, engagement and empowerment. Those engaged employees then emulate that experience for patients. Make employee engagement a top priority, not only for its immediate effects, but the domino effect it will have throughout your organization and community.

Susan Milligan, CHAM, CRCR, is the patient experience director for Ensemble Health Partners. Informed by her experiences in healthcare and as the mother of a child with Down syndrome, she is passionate about helping healthcare organizations improve their patient experience through empathy, empowerment and engagement.  

 

 

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Neither Ensemble Health Partners, nor any of its employees, are your lawyers. Please consult with your own legal counsel or compliance professional regarding specific legal or compliance questions you have.

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]]> 4 Tips for Forming an Employee Advisory Group https://www.ensemblehp.com/blog/4-tips-for-forming-an-employee-advisory-group/ Mon, 27 Feb 2023 22:20:44 +0000 https://www.ensemblehp.com/?p=10524 Creating and effectively overseeing an EAG is can have a significantly positive impact on employee engagement, morale and company culture.  … Read More

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More so than surveys and individual conversations, Employee Advisory Groups (EAGs — employee representatives who come together to discuss and implement changes — can make employees feel like they are truly taking part in the execution of changes that will affect their jobs. They can also increase morale and improve job satisfaction. They allow different departments to come together to discuss issues that matter to them and why. Together, the group can focus on what seems to have the most widespread effect and develop the best approach to proposing and negotiating changes with leadership.  

When forming an EAG, leaders should: 

1. Discuss the formation of the group including the purpose and who should volunteer. 

  • Include representatives from all departments and shifts, while keeping the group small. 
  • Create a name and mission statement so members feel connected to the group’s purpose. 

2. Provide regular coaching and development for the team. 

  • Attend but don’t lead. Leaders should participate, endorse decisions and explain the “why” behind what can’t be done. 
  • Identify specific, measurable goals. 
  • Review the results of the employee engagement survey and establish focused priorities for action. 

3. Establish a chain of command for decision making.

    • Ask members to consult widely with colleagues to understand root causes and solicit ideas for solutions. 
    • Put the members in charge of implementing action plans. 
    • Clarify the extent or limits of authority, keeping in mind the group must have some decision-making authority.

4. Focus on conquering two challenges: morale and operational processes.

Ask questions such as:  

  • How can the work environment be improved, making it fun and enjoyable? 
  • How can workflows be improved to make day-to-day functions more efficient/effective? 
  • How can peers and patients best be supported? 
  • What tools or resources are needed?

Key Takeaways

Giving employees a voice and the ability to contribute to organizational decision-making is a proven method of driving employee engagement.

An advisory group needs regular guidance from its leadership sponsor to be sure they are staying on task and tackling problems with realistic solutions. EAGs can make employees feel engaged, but also present opinions and ideas for solutions that may not have been on leadership’s radar. Perhaps the best part of EAGs is they have a low bar of entry and require little to no financial resources.  

Even the singular step of creating and effectively overseeing an EAG is likely to have a significantly positive impact on employee engagement, morale and overall company culture. 

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Neither Ensemble Health Partners, nor any of its employees, are your lawyers. Please consult with your own legal counsel or compliance professional regarding specific legal or compliance questions you have. 

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]]> Why Saying “That’s Not My Job” Can Harm Your Career https://www.ensemblehp.com/blog/why-saying-thats-not-my-job-can-harm-your-career/ Wed, 02 Jun 2021 19:05:00 +0000 https://www.ensemblehp.com/?p=2289 It’s important to understand you may be asked to use your skillset outside of your role to contribute to the success of your organization. … Read More

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The phrase “other duties as assigned,” meant as a catch-all for minor tasks in job descriptions, has been used and abused so often that it’s become fodder for memes and workplace blogs. Although there are limits on reasonable requests on the job, hauling out “That’s not my job” as the default when asked to perform outside of your everyday routine can actually set you back in your career.

“Job” versus “role”

Let’s take patient experience as an example. Patient experience is everyone’s responsibility. It’s everyone’s job to ensure that our patients have outstanding interactions with our organization. However, everyone has a different role in making that happen. Your role might be that you register patients. But if wayfinding is difficult at your facility, you could be asked to escort a patient to an ancillary area.

“But transporting patients isn’t what I do,” you might think. You might be tempted to push back. But consider this: It is your job to ensure the patient’s needs are met. It is your job to uphold the goal of providing an exceptional patient experience. In short, it’s important to understand that you may be asked to use your skillset outside of your role to contribute to the success of your organization.

The risk of saying no

In the short term, refusing to take on an additional task that isn’t a normal part of your day-to-day might seem like a good idea, especially if you’re already overloaded. Refusing to step outside of your scope might even help you complete the tasks in front of you, but that doesn’t mean it’s a winning strategy.

People who seem unwilling to help can bring down team morale and productivity. Not only that, it could earn them a reputation as not being a team player. On the flip side, a willingness to accept extra tasks could provide evidence of reliability and a “can-do attitude.” Those qualities are what leaders look for when hiring and promoting. Furthermore, engaged employees tend to be more satisfied at work.  

When to push back

A willingness to go above and beyond is a great trait, but there are limits to what constitutes an acceptable request. There are times when pushing back is a good idea for you and your organization. Here are some examples of times when saying “no” (or at least not saying “yes”) might be helpful:

  • Performing the task could put you at physical risk. Let’s say you’re asked to take on a task requiring heavy lifting, which isn’t part of your daily work and which you are unable to do. This is one scenario where speaking up is a good idea—employers don’t want to risk their people getting hurt.
  • You don’t have appropriate access and/or training for the technology you’ll need to perform the task. For example, if you’re asked to input data into a computer system, but you don’t have a username and password, let your manager know so he or she can either help you get a username and password or reassign the task to someone who has one.
  • There’s already a person who does that task, and they have availability to do it. Going back to the patient access example, some hospitals have volunteers whose job it is to escort patients where they need to go. In this case, if you’re asked to escort a patient, you should escort them to the appropriate desk or call the volunteer while they’re with you. Going above and beyond doesn’t always mean doing exactly what you’re asked, but using your resources to meet the needs of your patients while responding to the request at hand. 
  • You’re asked so often to step outside your role that you’re ignoring your core tasks. This can be a tricky one, but here again, the response should be to escalate the request rather than say “no” outright. This is a good time to talk with your manager about how to prioritize—or even whether it’s time for a promotion. Keep in mind, you are sometimes asked to take on duties above your role for succession planning. It’s a chance to prepare and position yourself for future opportunities.

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Please consult with your own legal counsel or compliance professional regards specific legal or compliance questions you have.

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]]> Enhance Your Point-of-Service Collections, Enhance the Patient Experience https://www.ensemblehp.com/blog/enhance-your-point-of-service-collections-while-simultaneously-enhancing-the-patient-experience/ Mon, 17 May 2021 18:59:00 +0000 https://www.ensemblehp.com/?p=2278 Ensuring a positive patient experience means not talking about financial obligations or payments upfront, right? Wrong. … Read More

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Patient experience has a critical impact on patient retention and overall satisfaction of patients and providers.

As care delivery options increase and patients become more selective about their choice of healthcare providers, patient experience is becoming increasingly important to consider across all touchpoints in the care continuum, not just clinical.

Ensuring a positive patient experience means not talking about financial obligations or payments upfront, right? Wrong.

There is a common myth that if healthcare organizations implement best practices for revenue cycle, like collecting at the point of service, patient experience scores automatically drop.

The truth — if you lead with empathy, engagement and empowerment you’ll successfully improve point-of-service (POS) collections while simultaneously improving patient satisfaction scores.

Discussing financial liability with patients upfront isn’t just about telling them how much they owe — it’s about helping them be informed about their financial responsibility, helping connect them to financial aid, determining if they are eligible for discounts and helping them set up payment plans if needed.

Nothing will kill patient experience faster than getting a bill two weeks after you’ve been seen and not knowing it’s coming.

Confusion leads to failure to pay and adds unnecessary stress to the patient. A successful point of service conversation results in payment and provides education to patients.

6 Tips to Improve Your POS Collections + Patient Experience

  1. Develop an overarching vision to implement or increase overall POS collections, and ensure there is strong executive support.
  2. Plan interdepartmental initiatives to ensure an associate- and patient-centered implementation including stakeholders from across the organization, not just patient access teams.
  3. Set standards and expectations for leaders and associates to drive accountability, consistency and overall program adoption. Provide process documentation and scripting for all locations and areas to ensure consistent conversations are taking place.
  4. Establish cohesive training and education so teams fully understand the program. Empower your associates to be subject matter experts. Ensure training covers patient experience, service recovery, insurance verification, benefits and POS scripting.
  5. Ensure the right tools are in place. A real-time eligibility tool integrated in your HIS provides real-time answers to key questions — Is the patient eligible for insurance? What’s the deductible? What has the patient already paid? A patient liability estimator is critical to provide real-time estimates on out-of-pocket liability instead of just collecting on remaining deductibles or strictly co-pays. Thorough reporting ensures you can track how far you’ve come, where your opportunities are and where to focus efforts with reports like daily collections, missed opportunities and estimate accuracy. Ensure you’re monitoring collections and patient experience so neither degrades.
  6. Focus on real-time resolution — don’t let patients leave unhappy.

Key Takeaways

The most important thing is to never abandon the efforts.

Stopping once you start can be damaging to your organization’s reputation. Making these conversations part of your daily routine, supporting financial advocacy for patients and clearly outlining benefits prevents unwelcome surprises and creates a positive experience for your patients.

Susan Milligan, CHAM, CRCR, is the patient experience director for Ensemble Health Partners. Informed by her experiences in healthcare and as the mother of a child with Down syndrome, she is passionate about helping healthcare organizations improve their patient experience through empathy, empowerment and engagement.

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Neither Ensemble Health Partners, nor any of its employees, are your lawyers. Please consult with your own legal counsel or compliance professional regarding specific legal or compliance questions you have.

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]]> Popping the Question: Does Employee Engagement Feed Patient Experience? https://www.ensemblehp.com/blog/popping-the-question-does-employee-engagement-feed-patient-experience/ Thu, 20 Aug 2020 04:00:00 +0000 https://www.ensemblehp.com/2020/08/20/popping-the-question-does-employee-engagement-feed-patient-experience/ The higher the level of employee engagement, the more willing employees are to deliver an outstanding patient experience. … Read More

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Employee engagement is a crucial driver of patient experience.

The higher the level of engagement, the more willing employees are to deliver an outstanding patient experience.

Healthcare organizations seek various methods to develop and improve patient experience, but one aspect that can be easily overlooked is employee engagement. Unfortunately, overlooking this relationship can sacrifice a match made in heaven. “Recent studies indicate that focusing on employee satisfaction and subsequent employee retention may be strong catalysts to patient satisfaction.”1 It is not surprising, then, that employees — and their level of engagement — are the foundation for strong patient experience performance.

Admittedly, engagement can be tricky, and it can be difficult to understand what initiatives will have a direct impact. Worse is the fact that many engagement measurements end with the process, stopping short of delivering meaningful outcomes for employees and organizations. Engagement surveys are an easy way to check the pulse of a team’s engagement, but simply conducting the survey is not enough. Surveys are meant to evoke discussion, invite improvements and foster collaboration. Without proper follow through, an engagement survey will not result in a love connection.

So, let’s play matchmaker. Coupling patient experience and employee engagement starts with a focus on executing a successful engagement survey. Next, we’ll build the relationship by discussing some practical measures to improve patient experience through employee engagement.

Surveying Successfully

A successful engagement survey starts with realistic expectations for outcomes. First and foremost, leadership must be committed to acting on results. Transparent communication of results and prioritized action plans also are central to successful survey outcomes, but without real commitment to action plans, a survey can actually damage engagement. Assuming the necessary commitment is in place, leaders will experience more success if they review results empathetically (by viewing responses from the employees’ perspective), develop a structured plan for prioritization and limit action plan initiatives. After all, connection is a marathon, not a sprint.

Ultimately, leaders can begin to spot engaged employees by using a memorable three-part characterization of what it means to be engaged — Aon Hewitt’s model of engagement, where employees demonstrate the following:2

  • Say: Employees speak positively about the organization to coworkers, potential employees and customers.
  • Stay: Employees have a sense of belonging, a desire to be part of the organization.
  • Strive: Employees are motivated toward success for themselves and the company.

In addition, leaders must understand the importance of spending time with and learning what is important to their team members. “Effective communication is essential to improving employee engagement and patient experience.”3 One of the best things a leader can do is ask questions. Leaders who exhibit strong command of this concept ask open-ended questions and make questions a habit during daily rounding, huddles and staff meetings. By doing so, these leaders maintain a clear understanding of their teams’ needs, the effectiveness of interventions and identify additional methods to improve engagement.

Finally, while asking questions regularly is crucial, it is important to recognize the potential for survey fatigue. Sending surveys too often — with insufficient time devoted to responding to results — gives the impression that the survey is perfunctory; just a process box to be checked with no observable changes or results. Consider the use of short pulse surveys twice per year, surveying every two years or a combination of pulse surveys alternated with a biannual survey. Either way, bridge the results by taking noticeable action, such as those described in the following sections.

Engagement Advisory Groups (EAGs)

 Employee voice and contributing to organizational decision-making is a proven method of driving employee engagement. Additionally, having an opportunity to make improvements to the work environment is one of the top three drivers of engagement.4 Engagement Advisory Groups (EAGs) are a simple, but highly effective, way to provide a platform for employees to contribute insight on issues that affect their jobs, increase morale and improve job satisfaction. In fact, 84% of employees say they love tasks that challenge them and allow them to widen their skillset.5

Employees want a say in running things, and EAGs allow space for employees to express themselves, exchange viewpoints and discuss decisions made about their department.6

To be most effective, an advisory group needs a sense of purpose, doable tasks, a timeline, praise and recognition and a belief that its input is valued. An advisory group needs regular guidance from its leadership sponsor to be sure they are staying on task. It makes sense for leaders to invest time here, because “feeling the organization values my work” is another of the top three work environment drivers of engagement.4 Perhaps the best part of EAGs is they have a low bar of entry and require little to no financial resources.  Here are some proven best practices to follow:

  • Discuss the formation of the group during huddles, staff meetings and via email, including the purpose and who should volunteer.
      1. Be sure to include people of influence: high-potential employees and nay-sayers.
      2. Choose representatives from all departments. Consider forming a night shift sub-group or schedule meetings at shift overlap to engage them in the process.
  • Select a leadership sponsor who can immediately legitimize the group and its mission.
      1. Leadership should attend but not lead, as their role is to participate and endorse decisions or explain the “why” behind what cannot be done.
      2. EAGs also are a great opportunity to provide regular coaching and development for the team: ask questions, allowing employees to arrive at the appropriate determination instead of routinely being given the answer.
      3. Develop the team structure to include a chair, co-chair, notetaker and timekeeper responsibilities.
      4. Keep the group small enough to ensure agile decision-making; a maximum of 15 individuals is suggested.
      5. Create a name so they can connect with the cause; something fun but professional, as the group will be asked to report on progress.
      6. Create a mission statement, a short statement defining the group’s purpose or goal.
      7. Be specific and inspiring!
      8. Create guiding principles: rules of engagement, such as requiring all members to participate and attend regularly, demonstrating respect for all members, reflecting the diversity of the organization, etc.
      9. Identify goals.
      10. Review the results of the employee engagement survey and establish no more than four focused priorities for action.
      11. Focus on conquering two challenges: morale and operational processes, for example:
        How can the work environment be improved, making it fun and enjoyable?
        How can workflows be improved to make day-to-day functions more efficient/effective?
        How can peers and patients best be supported? What tools or resources are needed?
      12. Ask members to consult widely with colleagues to understand root causes and solicit ideas for solutions.
      13. Put the members in charge of implementing action plans.
      14. Establish a chain of command for decision-making.
      15. Clarify extent or limits of authority, keeping in mind the group must have some decision-making authority.
      16. Make as many decisions as possible in the room, in real time.

Even the singular step of creating and effectively overseeing an EAG is likely to have a significant positive impact on engagement. To further deepen the relationship between engagement and patient experience, consider investing in professional development. The more that is invested in the employee, the more they will invest in their patients.

Investing in Development

“Career development options lead to lower rates of employee turnover, which can be very beneficial to healthcare organizations.”1 Formal and informal programs, from training courses to mentoring, are instrumental in building a culture of development. For career development options to be effective, consider the following1:

  • Leaders must encourage professional and personal development by directing employees to be involved with crucial training opportunities and follow through by allowing time to attend
  • Identify core competencies employees need to be successful, communicate those competencies and be sure they are consistently modeled by leaders.
  • A culture of development means it is an ongoing and dynamic process; this cannot be a one-time event or a flavor of the month.
  • Be diverse and creative by offering training for schedules that are not 9 to 5; offer variety through e-learning, facilitator-led, hands-on and other venues.
  • Programs should promote an environment of trust and welcome employee feedback (which will have an added benefit in forming EAGs).
  • Employees should be empowered to self-manage their careers and initiate learning opportunities in collaboration with their leaders.

"Programs that focus on employee participation and involvement in decision-making processes are the ones most likely to experience long-term success." 1

“Every role impacts patient experience and, therefore, healthcare leaders are responsible for equipping clinical and non-clinical professionals with the tools and resources needed to be successful.”3 Chances are most organizations already have a fairly robust training program or can easily partner with organizations that provide webinars and self-directed learning. Making the effort to tie development into the organization’s engagement strategy allows employees to become more confident and proficient in their responsibilities, which certainly translates to improved patient experience.

Shared Values

Strong relationships include mutual interests. As the adage goes, the couple that plays together stays together. The employment relationship is similar. The most engaged employees tend to have values that align with those of the organization, and the No. 1 work environment driver of engagement is “I feel I can trust this organization.”4 Organizations build trust by engaging employees in the work, investing in their development and encouraging participation in opportunities that align with their core values. Organizations that build more satisfied teams tend to promote volunteerism, invest in employee disaster and hardship relief funds, promote and match employee’s charitable donations and encourage community involvement. Satisfied teams promote higher patient experiences because they live and work in environments that foster empathy, engagement and empowerment. According to a study from Deloitte, creating a culture of volunteerism within a company does not just help others; it also improves the organization.7 Everyone knows volunteering gives back to the volunteer and those they are assisting, but the organization’s employment brand also is viewed more favorably within its own community. Employee volunteer events can improve and develop brand perception. Patients and their families tend to associate organizations with the good work they do8 — how they give back and invest in their community — setting up a positive patient experience perception before they ever step foot through the door.

Final Thoughts

Back to the question, does employee engagement feed experience? “Investing in Patient Access services communication education and development is critical to our organization’s success because they often are the first and lasting impressions for patients and families. They have the ability to positively or negatively impact the overall experience.”3 Building employee engagement gives frontline employees a voice in the organization’s goals and processes, develops employees personally and professionally and aligns their values with the values of the organization and the community. Engaged employees are more likely to deliver an outstanding patient experience more consistently.

Is employee engagement a key to patient experience living happily ever after? Yes!

References

  1. Collins KS, Collins SK, McKinnies R, & Jensen S. (2008). Employee satisfaction and employee retention: catalysts to patient satisfaction. Health Care Manager, 27(3), 245-251.
  2. AON. “2018 Trends in Global Employee Engagement.”
  3. Barden A, Giammarinaro N. (2018). Patient experience grant program series research report: Effectiveness of the communication model, C.O.N.N.E.C.T., on patient experience and employee engagement: A prospective study. The Beryl Institute.
  4. Lowe, G (2012). How employee engagement matters for hospital performance. Health Human Resources, 15(2), 29-39.
  5. Towers Perrin. “Working Today: Understanding What Drives Employee Engagement.”
  6. Lumapps. “Employee Engagement: More than just a work relationship.”
  7. Deloitte. “2017 Deloitte Volunteerism Survey.”
  8. 8 Operation Warm. “5 Reasons Why Employee Volunteering is a Smart Investment.”
  9. Listen to episode 1 of the NAHAM Connections Podcast for more from Susan on the patient experience.

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