(e)Merging Practice Growth Trends:
Is Middle Management being held Accountable for the Patient Experiences at your Practice?
For many of our mystery shopping experiences, the client's
ability to score within the upper percentile of customer service is based upon
the performance of middle management. While
a significant level of trust is put in these particular positions, is there
significant training provided to reach consistent scores of satisfaction?
Healthcare is, without a doubt, a service industry. Patients enter the office expecting superior
evaluation, advice and assistance. When
providers fail to produce these elements, the practice is deemed as
unwelcoming, disinterested, and unprofessional.
While practices rely on their doctors to provide exceptional information
and diagnosis to their patients, the inevitable fact remains; very little of
the appointment experience is spent with the actual physician. Other positions such as receptionists, nurses
and physicians assistants make up a large portion of the equation. With these additional elements, come further possibilities
for failure. Working with those responsible
for managing these valuable positions could be the missing link to bridging the
gap between poor customer satisfaction and consistently great feedback!
To begin with, managers directing these employees must fully
understand and respect the fact they are training the face of the
practice. Without this realization, the
natural human instinct to just "go through the motions" takes over and
customers begin to feel less valued during their experiences. While physicians themselves may go above and
beyond to engage patients and exude a welcoming appearance, the fact remains, if
those leading up to this point did not do the same; the practice will
To combat this common occurrence, all members of the team
must be held accountable for the experiences patients undergo. This begins with
the practice investing the time and resources to adequately train middle
management on how to coach, inspire and motivate employees. Within many practices, a promotion from entry
level to middle management can be based solely upon excelling at tactical
responsibilities. Promotions made with
this tunnel vision can lead to middle management having little to no actual training
or skills in managing others.
If the effort is not put forth to train these
management positions, the practice will sit at a customer satisfaction
standstill with no opportunity for improvement.
Ultimately, true customer service stems from coaching and training. Without constant guidance from management,
staff will lack the tools they require to carry out superb service. Taking the correct steps to locate problematic
areas within the customer experience, educate employees on best practices and
implement changes will result in greater satisfaction in customer service and a
larger, more loyal client base.
Healthcare organizations are increasingly more aware of the
power of engaging employees and customer services improvements. We are having
many conversations with clients and at conferences about how creating
sustainable improvements to the patient experience starts with the people that
have to carry them out.
Put it into Practice!
According to a recent case study done by Banner Health,
headquartered in Phoenix, Arizona; the four best practices within a healthcare
organization to drive an exceptional patient experience are:
Articulate a clear vision; connect with all
Establish measurable accountability
Developing leaders for success
Create sustainability; always be ready and
willing to change and adapt.
Do you provide training and on-going leadership growth
opportunities to your manager- beyond the tactical skills required? If not, your organization may be missing a key
piece to improving patient satisfaction and growing referral volumes.
How does your Practice Measure Up?
With our exhaustive 130 point mystery
shopping review, you'll know the answer. Give us a call or
email Jamie today to discuss how our mystery shopping
services can ensure practice growth in 2011!