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GUARDIANS OF CULTURE

GUARDIANS OF CULTURE. HR b usiness leader s driv ing the patient experience. UNDERSTANDING CULTURE. Starts with understanding ourselves. FUNCTIONAL SCHITZOPHRENIA. BECOMING A SHOPKEEPER. THE LAS VEGAS HOT AIR BALLOON FESTIVAL at Southern Hills Hospital. DIFFERENTIATING CONCEPTS.

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GUARDIANS OF CULTURE

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  1. GUARDIANS OF CULTURE HR business leadersdriving the patient experience.

  2. UNDERSTANDING CULTURE Starts with understanding ourselves

  3. FUNCTIONAL SCHITZOPHRENIA

  4. BECOMING A SHOPKEEPER

  5. THE LAS VEGAS HOT AIR BALLOON FESTIVAL at Southern Hills Hospital

  6. DIFFERENTIATING CONCEPTS • Shop-keeper mentality • Enhance the culture/brand to drive loyalty • Personalized ‘experience’ for each patient • Facilitate psychic level service recovery • Operate a 5-star ‘Spa’spital • Take complete ownership of experience

  7. LEWIN’S MODEL

  8. WHAT IS CUSTOMER SERVICE?- as defined by the Southern Hills team • “Compassion - Nursing’s most precious asset” • “Treating others the way you and your family members want to be treated” • “Taking care of our customers in a positive manner” • “It is that level of compassion that gives hope, acceptance and warmth, not only to patients but everyone in the healing environment”

  9. OUR ROLES WITHIN OneHR • Change Manager • Salesperson • Chameleon • Advanced business partner • Guardian of the culture Activity – Cultural self-awareness

  10. ELEVATING the PATIENT EXPERIENCE How Southern Hills Hospital came into its own

  11. ELEVATE E – Energize yourself L – Love your patients E – Energize your service V – Value the values A – Advocate T – Take ownership in the plan of care E – Energize your surroundings

  12. ELEVATING SOUTHERN HILLS: • Just because no one can be everything to everyone, does not mean we should not try • Organizations are able to accomplish 99% satisfaction within the Patient Experience • The journey is about creating the most positive culture for healing as we possibly can • We need to be able to openly discuss our struggles in this process ASK YOURSELF: • How do we change our expectation from 75% to 100% being our goal? • How do we make ALL jobs about fostering healing care?

  13. ELEVATING STAFF EXPERIENCE

  14. InsideELEVATE – PHASE 2 • Showing sincere concern and empathy • Customizing your approach • Cultural competence • Anticipation in EVERY interaction • Family involvement • When to say Sorry • Cleanliness = Quality = Detail FUEL THE PATIENT/TEAM EXPERIENCE: • F – Focus on how things are going • U – Understand ourselves • E – Get Educated/Educate others • L – Make it last

  15. CustomizingELEVATE – R.I.S.E. • Sought and achieved Alzheimer's certification; the third in the country • Seek other specialty certifications that distinguish our program from the others • Developed Alzheimer's education packet; care-giver resources and assistance • Pet Therapy – Med/Surg and Geri-Psych • Specific team member training

  16. BECOMING AN ACTIVE PARTICIPANT Actively driving revenue through the HR function

  17. SELLING IT Determining Patient Experience ROI • EBITDA * TM% = $MC EBITDA * Total Medicare Contribution = Medicare Contribution Dollar • $MC * 40% = $MHS Medicare Contribution Dollar * 40% = Max amount impacted by HCAHPS • $MHS / TTM = HCM-ROI Max impacted by HCAHPS / Total Team Members = Human Capital ROI - HCM-ROI * Grand Composite IN = IN-PE-ROI - HCM-ROI * ED Loyalty = ED-PE-ROI - HCM-ROI * OT&T Loyalty = OT-PE-ROI - HCM-ROI * OS Loyalty = OS-PE-ROI

  18. ROADBLOCKS CHALLENGES • “We don’t have the staff needed to give the level of service you are asking for” • “Our processes are not advanced enough” • “Bring MediTech out of the dark ages, then” • “What do you know, you are not an RN” • “But she was just unhappy about everything” • “I can’t make a doctor communicate well” • “Admin is only worried about the numbers”

  19. SUPPORT • Prepare yourself for the 18 month slump • Keep your eye on the ball • Remember who this is all for – patients • Reach out. Others make it seem easy

  20. “OUR TIME IS NOW!” Questions?

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