Demystifying Medicine One Month at a Time

Tag: customer service

Call Now to Reserve Your Spot in the E.R.

Emergency Rooms are a bellwether of the U.S. Health Care “system.”

I’ve explained in other posts why the E.R. is a tough place to work and a tougher place to be a patient.

Now comes news that some Florida-based hospitals are piloting an E.R. reservation system. The goals are intuitive:

  1. Minimize patient waiting times, thereby
  2. increase patient satisfaction.
  3. Improve the working and waiting environments for staff and patients, and
  4. boast about the new idea, providing the for-profit hospital chain (Tenet) a marketing advantage.

Ding! The old-fashioned way.

All it costs is $9.99. No joke. You have to put the money down on a credit card to reserve your spot, which guarantees that you’ll be seen within fifteen minutes of the appointment time that you are given.

And what If you’re not seen in fifteen minutes? Money back guarantee!

So these hospitals are going to let us reserve a spot in the often horridly long E.R. queue? That’s ten bucks I’d be glad to spend. What’s not to like?

According to the article, the system works well for those whose health situations are not true emergencies. But for those with serious issues like heart attacks or strokes, waiting for your reservation time can be a big mistake.

“Time is tissue,” we are taught in medical school.

Come to think of it, isn’t making an appointment for the E.R. kind of like what you’re supposed to do at your doctor’s office?

If you can make an appointment in the E.R for the same day and be seen in fifteen minutes of that time guaranteed, why bother with a primary care office that makes you wait anywhere from two to six weeks for an appointment with your doctor?

Makes me wonder…

You Want Fries With That?

Improving customer service in health care.

Hospitals are aiming for that top box.

Next month the Cleveland Clinic will host its second annual Patient Experience /Empathy and Innovation Summit.

If you’re a long time reader, you’ll remember some posts from last year’s first-ever summit. [Here, here and here.]

The Cleveland Clinic, always a newsmaker, is a world leader in this area because they have raised Patient Experience to the c-suite level: they have given one of their physician leaders the title Chief Experience Officer (“CXO”).

Imagine a huge three day gathering of doctors, nurses, designers, artists, and executives all intent on making things better for patients.

Wait, did he say designers and artists?

Yes. Medical facilities are taking the patient’s perspective into account more than ever in their architectural designs and renovations. And visual arts and music promote a healing environment-something hospitals have not usually been known for (can anyone say “sterile”?).

Why all the fuss? I mean, it’s nice that health care is entering the 21st century in terms of informatics (O.K., just call it computers) and other technologies. It’s not a big leap for competitive health care enterprises to compete on amenities, right?

This movement goes way beyond amenities, though. Here’s why:

Through a program called HCAHPS (pronounced “H-Caps”), the government is incentivizing hospitals to do their best on patient satisfaction surveys. And there’s money on the line. Under Medicare’s value-based purchasing plan (link warning: very boring reading), hospitals will start getting docked reimbursement money if they “underperform” in the domains of quality, safety, and patient satisfaction. No more business as usual.

Just like the issues of safety and quality, patient experience has come to the fore as an issue that hospitals and health care enterprises can no longer ignore. They don’t want to lose money. I call it a win-win. Do the right thing and get rewarded for it.

The thing is, most hospitals think they’re near the top in terms of patient satisfaction. This is an example of the Lake Wobegone effect. In the real world, not everyone is above average.

To really simplify the patient satisfaction scoring systems (there are many out there, but Press Ganey is the 800 lb. gorilla of the hospital performance measurment industry), ask yourself two questions about your doctor or hospital:

  1. Would you come back again?
  2. Would you recommend the service/facility/professional to a family member or friend?

If the answer is yes, would you be “highly likely to recommend” (i.e. 5/5 on a survey scale) in your enthusiasm? That’s the “top box” answer that hospitals are striving for.

Think of the power you’ll be wielding as this takes effect in the next 18-24 months.

If hospitals, doctors and nurses start thinking about your comfort first, health care will really be changed for the better. Let’s just hope that no one gets so bogged down with our new computer charting (informatics!) that we become even more emotionally (er, I mean professionally) distant.

Programming Note

Best Selling Stuff

If you’ll be anywhere near Iowa City April 21-23, check out “The Examined Life: Writing and the Art of Medicine” Conference. I’ll be on a panel Saturday morning with doctor-bloggers Michelle Au (“The Underwear Drawer” and author of the extremely soon-to-be released This Won’t Hurt a Bit (and Other White Lies) and Rob Lamberts (“Musings of a Distractible Mind“).

We’ll be talking doctor blogging: the whys the hows and the whatevers!

Knock Your Sox Off Service

Bike the Drive, Chicago

What do Enterprise Rent-a-Car, KeyBank, and the Cleveland Clinic have in common?

They all make customer (patient) satisfaction a top priority.

They accomplish this in industry-specific ways, but together their emphasis on service as a passion shares common themes:

  1. Buy-in for a service culture comes straight from the top, and permeates the entire organization.
  2. Copious resources are delegated to building a service culture, starting with hiring.
  3. Employees are “hired for fit.” If a prospective employee doesn’t radiate service, they are re-directed.
  4. Employees are brought into a culture that leads to their growth, values their opinions, and develops their leadership potential.

Andy Taylor, CEO of Enterprise Holdings, inherited the business from his father Jack, and has built it into a mega-brand. Enterprise currently manages the largest fleet of cars and is the single largest purchaser of vehicles in the United States.

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