The Non-Clinical Patient Experience – What Patients Are Saying About You

Hi everyone. Thanks for joining us today. This is the non-clinical patient product demonstration webinar where we‘re going to talk about what patients are saying about you. You may have noticed that I just hit the record button. I wanted to let everybody know that we are recording this webinar today and it will be made available on our website.

Have you ever read reviews of a restaurant where the food was supposedly incredible, the chef a genius, but the wait staff and the hosts were rude and unfriendly? Would you go there if you did? What expectations would you have? And how would you make a recommendation to others? Oh, yes. The food is great. But the service was terrible. So long as you don‘t have high expectations of an enjoyable experience, you’re going to love it.

That‘s not how I‘d want someone to describe my business and I‘d wager it‘s not how you want people to describe yours. Because truth is, most often people have a choice. People can choose to go elsewhere for that meal, that service. People can go somewhere where they know the staff take great pride in treating them well. A place that values providing a great experience. It‘s the same with healthcare. here to continue

Organizations cannot simply rely on the reputation of their physicians anymore. People will go somewhere else if they anticipate a less than desirable experience with everyone they interact with.

Good afternoon, and thank you so much for joining me today. My name is Noelle Wysocki. I‘m HBI’s Learning Product Lead. In my day-to-day responsibilities I work with organizations to assess their challenges and knowledge gaps, and create and deliver dynamic learning content to help staff tackle those challenges and fill those gaps.

I travel the country training staff, conducting different face-to-face workshops that speak to those challenges. I‘ve worked in healthcare for about 12 years–starting my career in denials analysis and underpayment recovery. And now I spend my time helping organizations improve revenue cycle performance. Most recently I‘ve had various types of engagements where I‘ve conducted face-to-face point-of-service collections best practice training for staff. Basically it’s customer service training–strategic curriculum development.

And if you‘re going to any of the events that I have shown on the screen at the bottom right-hand corner, come up and talk to me. I‘d love to get to know all of you a little bit more. I‘ll be at HBI’s Member Retreat in October as well as the CAHAM Annual Conference in Orange County, California also in October. And if you‘re going to be down in Tunica in January, I‘ll see you at the HFMA Conference.

Through today‘s discussion, I want to tell you a little bit about HBI for those of you who are unfamiliar. I‘ll describe the patient experience blind spot that exist currently and unveil our Secret Shopper Analysis and Social Intelligence Analysis. And then I believe we‘re going to have time for questions if anybody wants to ask me a little bit more about what we‘re going to go over today.

For those unfamiliar with HBI, I‘ll give you a brief introduction to our company. Healthcare Business Insights, Part of Decision Resources Group, is a learning, best practice research, data, and analytics company whose mission is to provide insights that change lives.

Through our custom research requests, journal articles, data analyses, online learning, and instructor-led workshops, we help healthcare organizations of any size achieve their strategic business objectives–like increasing point-of-service collections, implementing effective career ladders, understanding regulatory changes in a timely manner, and improving staff and patient engagement and satisfaction. Our programs and reports help organizations optimize performance, foster integrity, teamwork, and engagement, and instill the value of service excellence for team members across a healthcare organization.

We currently work with over 1,900 hospitals across the U.S. spanning all 50 states. From tiny critical access facilities to multi-state health systems and everything in between.

Our approach to solving the unique challenges of our members is simple. We identify the transformational opportunity through assessing the current landscape of the organization and defining measurable goals.

Next, we use that data to create and deliver the right solution for the organization. And last, we help the organization sustain a new normal by returning to those key metrics, seeing if we move the needle, and providing additional support as necessary.

The patient experience is always trending among our community. As hospitals struggle to identify gaps and target improvement initiatives, we built a toolkit to transform your patient experience beginning prior to a patient‘s visit.

Through social intelligence and secret shopping, we‘re helping organizations like yours revitalize staff engagement.

Today, I‘m going to share with you these two valuable analyses that my team deploys during our ‘assess phase’ when auditing the quality of the patient experience provided by organizations.

In a future webinar, I‘ll review how we use that data to create an interactive and impactful customer service workshop for Children‘s Hospital Colorado and the data-driven results after training almost 850 revenue cycle staff face-to-face over this last summer.

As patients are empowered with more choice in their care plans and locations and taking on more financial responsibility, they’re evaluating their healthcare decisions with much greater scrutiny. A major player in this evaluation is the overall patient experience–covering the entirety of the interaction with the organization from the first point of contact to the last.

HBI is providing vital insight into those experiences that guide decision-making, and today, I‘ll show you how.

Throughout this demo I‘d like to incorporate some anonymous live polling with all of you to learn a little bit more about you and your organizations. This is a feature of our face-to-face training sessions that participants have told us that they really, really enjoy, so I thought we’d use it today. We‘ll use the information that you provide to us throughout these different polls and questions that I‘m going to ask you in a small market study that we‘re going to make available to you.

If you‘d like to participate in some of this anonymous live polling, you can sign up by either going to the web address you see on your screen or you can text in. You‘ll see that phone number 223-33 and you can send NOELLEWYSOCK830 as text message.

If you choose to use the web address, you‘ll probably see a screen that‘s navy blue like that image on the left-hand side. If you choose the text in, you‘ll get that confirmation message just like you see on the screen on the right-hand side that you‘ve joined my polling session. I‘ll give everybody a few seconds here to get set up on that.

And this information will be at the top of each screen every time we do conduct one of the polls. So let‘s give it a go. Let‘s do our first insight survey of the day.

Have you ever used reviews, either word-of-mouth or online, to guide a decision?

Let me activate this here. Select ‘A’ for yes, or ‘B’ for no.

I‘m going to go ahead and assume that this is an overwhelming ‘Yes’ here. Of course you have. You know, there are few things that I don‘t research before making a decision. I even looked at reviews of different types of balloons for my two-year-old‘s birthday party last month before deciding which product to go with. If trivial decisions are garnering even just a little bit of research, you can bet that I spent a decent chunk of time researching which healthcare organizations to choose when my husband and I moved to Milwaukee in 2016.

Considering Milwaukee has several reputable organizations in the area, choosing one was no small task and not one that I was really looking forward to. So in line with my review-oriented shopping, I researched reviews online. First, I checked which organizations and physicians were in-network for me. Lucky for me, each of the organizations I set out to research was in-network and a cursory review of various physicians and the insurances they accept showed the same results. So knowing that I can go pretty much anywhere in the area and reach an in-network provider, I started reading reviews of various physicians that we would need–most of which were stellar. It was quickly clear to me that I would receive excellent clinical care no matter where I went, so following a particular physician was not a deciding factor for me.

I then focused on reviews of different experiences with everyone else in the organization that I could find. Schedulers, pre-service staff, registrars, billers, customer service–I ultimately based my decision on where my husband and I would seek care by the results of these reviews. It was important to me to establish with an organization that prides itself on excellent customer service with every single interaction.

So many people leave reviews these days and often times it seems as if only the ones that had a negative experience take to the internet to express their extreme displeasure. In other assessments that we‘ve conducted, we’ve frequently seen one star reviews–something to the effect of the clinical staff was great but… and then they go on to share their negative perception of the interactions with the revenue cycle staff. What really stands out to me in these instances is that one star that they left.

I‘ll show you an example of one that we saw now on the screen. “I‘ve heard of nothing other than great service here by the doctors and nurses, however, trying to check in is chaotic and some of the desk ladies are rude. The woman named Barbara on the second floor is a sweetheart. I spent 30 minutes bouncing between floors because we were being directed by the desk ladies who clearly didn‘t know where to send us.

First the main check-in who told us to go to the second floor; check-in at the second floor which told us to go to the fourth floor; that lady told us that was incorrect and to go back to the second floor. That‘s when Barbara helped us out and told us we needed to go back to the main check-in and ask for radiology. Went back to the first floor lady who is very rude and unclear as to where we should wait. I couldn‘t get her name. I tried. Love the actual medical staff and Barbara, but it was a frustrating and stressful process to check in. Especially when you‘re told your appointment will be canceled if you‘re 15 minutes late.”

This review tells me a few things the most important is this: revenue cycle staff and the quality of customer service they provide is just as important as the quality of the clinical care to the patient experience. This person said the doctors and nurses were stellar but still only gave one star based on those non-clinical interactions.

Detractors like this have a significant financial impact on business. According to Satmetrics, a 2% increase in customer retention has the same effect as decreasing costs by 10%.

So, how our organizations measuring whether they‘re able to retain patients based on those non-clinical experiences? What else are people saying? And are organizations capturing that information?

Cursory reviews of various organizations online gave us the other reviews that you see on your screen–called to make an appointment and both people I talked to are super rude and didn‘t help me at all, no one‘s answering the phone and on hold forever, incredibly rude receptionist, if I could give zero stars, I would. This is not how I‘m sure any of you want anybody to reflect on the experiences in interacting with your organizations.

Capturing patient satisfaction is not a new idea. HCAHPS, CG CAHPS, and other patient satisfaction surveys have sought to capture and report patient satisfaction for years. But they present a blind spot when it comes to assessing the perception of non-clinical interactions. First off, the response rate isn‘t very high. reports that the typical response rate of a patient satisfaction survey is about 11% of the population served.

Second, these surveys focus almost exclusively on clinical interaction. You can see the breakdown of HCAHPS survey on the right. Clinical questions make up 62% of that survey, patient background 19%, organization cleanliness and things like that another 19%. There‘s no non-clinical aspect to that survey.

Other reports state that 96% of complaints are related to clinical interactions. I‘m sorry are related to non-clinical interaction. So what should organizations do?

CEO statements on this slide show how important the patient experience is to overall organization strategy. But how is it actually incorporated?

Some organizations have implemented social media teams to scour the internet for reviews from patients. Others have not had the resources to devote to such an initiative. And what about the prospective patient? How are organizations capturing feedback on first impression interactions? When someone calls in with a question or to gather information, how do they feel about that call? Did the staff member convey empathy, confidence, knowledge? Will the caller decide to seek care at this organization or go somewhere else based on that interaction?

I‘d like to know a little bit about your organization at this point. How does your organization track the non-clinical patient experience?

Go ahead and text in or head to that web address and type in how you believe or you know your organization currently tracks non-clinical patient experience.

Is it through various surveys that are used?

Net promoter score.

NRC survey.

The net promoter score is something really interesting to me. If you know how to read it I think it‘s a really impactful score. I‘m finding that most healthcare consumers–patients–don‘t know what that is or how to read it. If it‘s something that they‘re able to see publicly, what their interpretation of that? I‘m always curious about how people use that.

Sending out surveys. Sure, maybe after care you get something in the mail. It says how did it all go, talk to you a little bit about your registration process things like that. Absolutely.

Thanks for sending in this information.

If you don‘t know that a problem exists, you can‘t fix it. If you don‘t know that an existing patient decides to get future care somewhere else because of their experience with the front desk staff or patient financial services reps, you can‘t fix it. And if you don‘t know that a prospective customer called in for information and decided to take her needs somewhere else because of the interaction she had with a staff member on the other end of the phone, you can‘t fix it.

HBI can give you those insights.

And I‘ll show you how HBI couples the secret shopper and social intelligence analyses to better understand the non-clinical patient experience and help organizations discover areas for improvement in order to attract new patients to grow market share and improve loyalty from existing patients.

We‘ll start with our secret shopper analysis.

When considering attracting new patients, organizations often are blind to the quality of the first impression given by their staff. In this day of empowered consumerism, healthcare organizations must take stock of their ability to make a positive first impression. As communities are faced with more options, it‘s easy to fathom that people will drive a little farther down the street if the interaction with staff was desirable from the get-go.

We help organizations understand the perception of the quality of customer service provided to those prospective patients and families by conducting secret shopper phone calls to various departments throughout an organization.

Our staff take on the role of an inquiring member of the community, or patient, or a guardian calling for information about things like services provided, financial options, even hours of the cafeteria, specialist availability, and so much more.

We assess each call on 5 specific elements:

Phone access or how easy it is really to get to the person or department that you are intending to call. We’ll capture that with number of rings, interaction with the automated routing system, also known as a phone tree, hold times, prevalence of calls resulting in voicemail. Were you actually able to talk to somebody in the department that you are intending to reach?

Courtesy and professionalism. Whether or not the greeting was informative and personable? If the representative offers assistance or expresses thanks at the end of the call? Did they speak clearly? Did they interrupt you when you were speaking? Did they come across as friendly?

Empathy and caring. This would be displays of active listening, tone of voice, use of empathetic phrases. Did the person on the other end of the line make you feel like your situation–no matter how serious or benign–mattered?

Inquiry and resolution. Did they ask questions to better assist you? What was the appointment availability like? Did they provide confident answers or were they a little wary of what they wanted to say?

And the overall impression, or rather the likelihood of recommendation. Would the caller continue to seek care at that organization for themselves or their family and would they recommend care at that organization to others?

Our shoppers are given the scenarios, timeframes, days of the week during which to conduct each call to ensure the variety of staff scheduling and differentiated response possibilities.

I want to show you now what the spreadsheet that we use looks like. So I‘m going to come out of the presentation mode here and I‘m going to switch over–there we go–to our Excel spreadsheet.

Shoppers document their interactions on a guided spreadsheet like the one you see on your screen. They fill out their objective and subjective responses to all the call criteria. Each graded component or scored question has a potential of one point. Questions that are not applicable to the shop are not scored and don‘t affect the shop’s denominator.

Shoppers are also asked to provide additional commentary or testimonials regarding why they scored things the way that they did. I‘ll show you a little bit about how this spreadsheet works.

We‘ll start at the top here about the shop. We always try to get the name of the attendant that we spoke with. I‘ll show you why that matters in a few moments.

Here on phone access, how many rings did it take to answer your call? We have dropdown menu that provides different types of options for callers to select.

In the attendant’s greeting, did they state the department or the location under courtesy and professionalism? Here looking for best practices when greeting somebody on the phone simple, yes or no.

Things that we would want additional commentary on would be something like, to what extent do you agree with the statement that the attendant was friendly and courteous. The dropdown menu is going to show you the scale of agree: ‘agree,’ ‘somewhat agree,’ ‘somewhat disagree,’ or ‘disagree.’ And then I would want the caller to tell me why. What did the attendant or the representative say that made them feel like oh, yes this person was so friendly and so courteous; I really appreciated this interaction? What do they say? How do they make you feel? Why did you select that? And of course on the flip side, if you said disagree, what did they do to make you give that response?

So all of this information is captured and then uploaded into an interactive dashboard. The dashboard provides easy analysis and robust visuals, and I want to show you that now. Switch over to my dashboard. One moment while I get that pulled up. Should be loading now.

Great! The dashboard allows for users to see which departments were shopped and the scores earned in each of those five call elements.

At the top of the screen here you‘ll see a bubble chart.

Each bubble represents one call and the color and location of that bubble in the chart indicates the average score for the call. The darker the green and the higher the bubble, the better the overall score.

You can see here. The GI department of this organization scored quite well in the secret shopper calls, the lowest score being 56%, versus our customer service score here had a little bit lower average as one call had a zero. And the Audiology Department also scored a little bit lower with a few calls coming in around the 40% mark.

As we scroll down you can see that we have a location breakout for all of the scores. This is where we can see how each department shop scored in each of those five elements. The final shop score on the left here is the average of each of these elements’ scores.

As we go down lower we can see the representative level breakout. As I told you, shoppers are instructed to gather the names of each representative they speak with whenever possible so we can make sure that we‘re able to provide this information, this level of detail to the leaders that we’re working with.

And the last section on this front page is a shop form detail. This area includes the details of each shop, including the additional commentary by callers that add context to those scores. As you can see, we have quite a bit of data here.

Now I want to show you a little bit of the interactivity here and I want to make sure that I have the correct organization pulled up and go back into our detail.

I want to see what‘s happening with this Endocrinology call here. It scored pretty high, right? It‘s among the highest in this department breakdown in our bubble chart. So if I click on that bubble, everything is going to be isolated for that specific call. I can see here that phone access was all right, courtesy and professionalism 100%, inquiry and resolution 83%, and the overall impression whether or not somebody would recommend or continue to seek care was 100%. So despite the fact that something didn‘t go quite right here in empathy and caring, this person would still come back.

Looks like the representative that took this call is named Jessica. So what I would want to focus on here for Jessica, if we‘re doing any training, is how to give her tools necessary to help her convey more empathy and caring to people that she‘s interacting with.

The shop score information is down here. And we can click into some of that additional detail.

In courtesy and professionalism, to what extent do you agree with this statement? The attendant was friendly and courteous. “She was so nice! At the end of the call, she summarized again what I needed to do for next steps that we could do so that we could establish care.”

From an empathy perspective, to what extent do you agree with that statement that her tone of voice made me feel comfortable? “The attendant’s tone of voice did make me feel comfortable because she assured me that once they see the doctor‘s notes from the last doctor, they could probably get me a sooner appointment than what she provided because they judge cases based on urgency.”

So there was something in here that made this caller feel like she didn‘t really go above and beyond in terms of making this person feel like she was really cared for–that her situation really mattered. She did give specific instructions and she was very professional, but she didn‘t go over and above to make sure that this caller really felt cared for.

We can filter a little bit differently here. Let‘s well, actually, let‘s revert my view here so I can either click on that same bubble, or I‘ll go back up to the top left and click revert to get back to my default view.

Everything on here is clickable and interactive. So let‘s say I want to hone in on specific departments. I can come down to the location breakout and click on Neurology.

It will filter the dashboard to isolate just the information regarding that specific department, same with the rep level breakout down here, as well as the shop form detail.

I‘m going to click on Neurology again to eliminate that filter. Let‘s say I just want to hone in on empathy and caring. See what happens there? Now, I‘m isolating all of the specific representative level details to tell me how they all scored in their specific calls in this specific call element:

Karen here scored 44 %, Sandra scored 33%, Gladys scored 100%. Now, of course, there may be several different spellings of each name, but we may be able to figure out whether or not this person is or is not the same person.

But we can get into some pretty specific detail. I‘ll show you now how else we can filter for some specific statistics based on call responses. If I go into questions and answers here, we can see exactly how frequently our callers selected specific answers in their spreadsheet. For example, how many rings did it take to answer your call? This is coming back to our phone access.

74% of the time the call was answered within one to two rings. That‘s great. I see here though that 9% of the time calls went to voicemail. I want to dig in there and see what departments are affected by that. I can do this in a couple ways. I can click that 9% bar and it will bring up all of those different departments in which a call went to voicemail, or I can click on the question itself and get the complete stratification of all answers that were selected by our shoppers. This gives me a better idea–a better view–of which calls did not go to voicemail since many of them did and ENT did not go to voicemail, Neurology did not, and neither did Orthopedics.

The ones that I might want to hone in on here are those that never had an answer, or just kept ringing and didn‘t go to voicemail and it was never answered by a person.

In this box here, you can see the frequency of the selection of that particular answer–the larger the bubble, the more frequent that response was given. And if I hover over one of these bubbles, you can see the tool tip that pops up that gives you a little bit more information about that specific bubble. So for example, in six distinct calls to Audiology the phone rang at least five times and that represents 21% of calls.

Another call that I, or another question that I always like to hone in on was “did the attendant verbally thank you at the end of the call?” down here in courtesy and professionalism. We can see here that it‘s almost a 50/50 split, 52-48, and it spans every department that we shopped. This to me shows an opportunity for some best practice customer service training across the board. There is not any one particular department that performed better than any other, so this shows me that all employees of the organization may benefit from some customer service training here.

I‘ll go back and revert my view. The last thing I want to show you about this dashboard is our benchmarking capability.

We‘ve done secret shopping at several other organizations and on this page, you can see where this organization falls in line, in rank with the other scores of the other organizations that we‘ve shopped. We‘ve blinded the information here, but let‘s pretend that all of you represent this particular organization and your scores are highlighted in this navy blue.

Phone access is 74%. The highest scores of those orgs that we‘ve shopped received 81%, so we know that perhaps there‘s a little bit of a way to go to improve.

Empathy and caring, your organization performs the best. Now, there‘s something to say, do we think that 64% is good enough, even though it is the highest among our peer organizations that we‘ve called? I‘ll leave that up to you to decide.

Inquiry and resolution, somewhere in the middle, and overall impression was only 61%. This means that most of the time people are not recommending or not continuing to seek care at this particular organization based off of these first impressions that they‘ve had with staff over the phone.

We can see here some other different types of benchmarking: your scores versus the market similars. And whenever we do shop other organizations, we try to do an apples-to-apples comparison; we want to make sure that we‘re calling similar or exact same department, so we can give you an idea of how those departments are comparing to your competitors that we‘ve shopped. So you can see here your organization again represented by this dark navy blue. The other organizations represented by the light blue bar. Looks here, that Adolescent Medicine has a ways to go before they can truly be competitive with the other organizations’ Adolescent Medicine departments.

In that next webinar, I‘m going to walk through how we‘ve used a lot of this data as a measure of success, after rolling out a customer service workshop that addresses the various opportunities found from this analysis, and how we can show improvement with our before and after score comparison.

So let‘s take another survey here. Which of these five elements does your organization struggle with the most? Would it be phone access, courtesy and professionalism, empathy and caring, inquiry and resolution, the overall impression, or the likelihood of recommendation?

If you had to guess, what would you select?

This is so interesting to me. Everybody seems very confident in courtesy and professionalism. And you know what, I would agree with that. So many instances, so many different interactions that I‘ve personally had with different healthcare organizations. Yes. Everybody says ‘please’ and ‘thank you’ and they are professional. But they often fall short in these other areas. Did I actually feel like they cared about me–like my situation truly mattered–empathy and caring? How confident were they in their ability to provide me resolution for whatever problem I had or whatever need that I had?

Among different organizations that we‘ve been working with, we have been finding that empathy and caring piece is the most challenging, presents the biggest opportunity, closely followed by that inquiry and resolution. They tend to go hand-in-hand.

So, why do we capture this data? Why is this important? Because first impressions matter. Because the way a prospective patient or family member is treated by revenue cycle staff has a profound impact on whether or not they will seek care at that organization. And because the voice of the prospective community often goes unheard, leaving a blind spot for the organization in terms of opportunities for improvement in attracting new patients.

This Secret Shopper Analysis gives insight into the quality of that first impression–that first dip into a prospective patient’s experience. Armed with this data an organization can make improvements and how staff interact with the community over the phone.

Now we‘ll see how HBI provides insight into the experience of current patients through our Social Intelligence Analysis.

Before I show you that though, I‘d like to know what online platforms is your organization listening to currently? Is it something like Yelp, or Facebook, or Reddit, or Instagram? Go ahead and type that in or text that in and this will populate in a word cloud. So the more of you say that use Facebook the bigger it will get and it will adjust based on the frequency of that response.

It‘s incredible how powerful Facebook has gotten, isn‘t it?

Facebook still number one. Google absolutely. Yelp. I used all three of these when I did my own research on where we should find care when we moved here.

Those seem to be our top three, which is exactly what I expected.

Our Custom Social Intelligence Report is an analysis of the customer’s voice as represented on social media and online review sites.

HBI’s Social Intelligence Team collects and analyzes mentions of an organization‘s brand across multiple channels and creates a report that shows who is talking, what they‘re saying, where they‘re talking, how they‘re talking about the organization, and what feelings they‘re expressing.

This information is laid out in an easy to digest report that gives insight into how customers, mainly patients, view the organization and enables leaders to prioritize those customer service initiatives accordingly. I’ll walk you through a sample analysis that we conducted for a pediatric organization.

Our method begins with keyword generation. We’ll create a list of possible variations of how people may refer to the organization. This may also include common misspellings, short forms, words with no spaces, hashtags, and case sensitive searches. An example for a pediatric organization like this one would be something like ‘children‘s hospital’ with an apostrophe, no apostrophe, ‘children‘s medical center,’ and so on.

We then use those keywords to collect data from various social media sources, like Facebook and Twitter as well as review websites, like Yelp and Google. This information is displayed as a percent of patient comments by a particular source in the channel break up. You can see here, the 62% of comments in this in this analysis came from Google reviews, 25% came from Facebook, and 7% came from Yelp–the same three main contributors that you all had just talked about in our last survey.

Next, we wanted to find the stakeholder break up–the percent of type of social media users commenting using those main keywords. Now for the purpose of this example, the stakeholders observed during this analysis are parents and guardians of patients. Depending on the organization though, stakeholders may also include the patients themselves as well as employees and providers.

We then analyze the sentiment expressed by those stakeholders. Our sentiment analysis categorizes social media users’ comments as positive and negative. Sentiments are further analyzed to give an overview of themes that drive both positive and negative comments.

You can see here that 60% of comments expressed over the course of one year for this organization were positive, while 40% were negative.

Among those positive comments some standout themes include: incredible care by staff, professional nurses and physicians, respectful staff, good facilities, and activities for kids. We provide further insight with a few examples like: the front desk staff is very attentive and friendly, and mothers like that waiting rooms have toys, TVs, and game areas to engage kids during long waits. As a mother myself, I can validate that statement for sure.

As I flipped to the negative sentiment analysis, you may notice that while the positive sentiments are heavily focused on clinical staff–the doctors and nurses had several shout outs on that chart–the negative sentiments focus mostly on non-clinical experiences and interaction.

Long wait times–especially in the ER–unprofessional staff behavior, and billing complaints chief among them.

Some examples we found were staff at reception talked among themselves, and parents and guardians complain that the procedures are very costly–especially lab charges, and staff asked for money at every check-in and check-out. Perhaps this indicates an opportunity to better train staff on how to have financial conversations, conduct point-of-service collections, and provide empathetic and respectful customer service.

We go deeper into the sentiment analysis by highlighting common words used when expressing positive and negative sentiments, as well as provide an example of each of those things in a real review. You can see here on the screen we have those different words that stood out and the example in that gray box.

Those words you see at the top are then put into a word cloud to visually demonstrate the frequency with which those words are used, just like we did in that last survey. The larger the word in the cloud the more often that word is used in comments about the organization. I‘ll show you what one of those looks like now. So for this particular organization, positive sentiments included the word caring, amazing, awesome, best, helpful, comfortable. I love seeing all of those in big bold.

From a negative perspective, wait was the most commonly used word in comments that had negative sentiment. Horrible, uncaring, disorganized, worst.

This gives us incredible insight into where we can start to make a change. And lastly and perhaps most importantly, HBI’s analysts provide recommendations to the organization on how to address the opportunities for improvement identified in this analysis. As a top negative sentiment expressed for this particular organization have to do with communication, either of wait time expectations or financial information, HBI recommends that this organization prioritize customer service training, while they also work to reduce wait times and address specific billing complaints with our suggested best practice tips. We don‘t just want to give you data; you have data. We want to give you a plan and help you take action to improve the experience of your patients and your staff.

I‘d love to know if your organization has done anything with information that they might have at their fingertips. Has your organization initiated any staff training in response to non-clinical challenges in comments expressed on social media?

That‘s great. I love to see the people actually taking stock of the data that they have and making it actionable. It‘s one thing to actively respond to comments that come through, say Twitter or Facebook, and you say something like, “Thanks so much for the feedback. We’ll be sure to pass it on to the right department.” It‘s another thing to take that data, trend it, and make it actionable.

Why is social media information so important? Because patient experience and satisfaction surveys are not taking into account these kinds of reviews. Because while so many organizations do have teams that respond to those reviews, few also have the resources to analyze, trend, and make recommendations for action based on that data. Because social intelligence requires that organizations do more than just monitor online comments. It must listen intently and respond with action that betters the organization; thereby positively impacting the patient experience.

I‘d like to ask one last insight survey here. Tell me, what would be your top reason for launching a patient experience improvement initiative in 2020. What do you think is the biggest challenge with regards to the non-clinical patient experience that your organization is facing?

Perhaps you, like some organizations that we‘ve worked with, have had folks say that people don‘t care about them when they come in or call in. Communicating all the information to patients. Yes, in my interpretation of that, that includes financial information as well, starting that discussion as early as possible.

Make sure we‘re being recommended for healthcare. Absolutely! Does your community trust you? Do they trust you enough that they want to continue to bring their families and tell others to bring theirs to you? Patient retention. Yep.

Meeting the needs of patients–not just from a clinical perspective, right? Making sure you‘re taking care of the whole person.

Seeing a theme here about gaining that loyalty right; we want to maintain and grow market share.

Oh like this one, we need to become more current, user-friendly. The community has become used to getting information at the touch of a button. We need to make healthcare more accessible. I love that. Thank you for sharing.

Yes, this person is speaking my language. To make sure our patients feel that they are truly cared for, not just in the clinical setting. To be the organization of choice. These are great reasons to launch patient experience improvement initiatives next year.

And hopefully you have some insight into different types of data analyses that you can use that might help you bring these things to life. Together HBI’s Secret Shopper and Social Intelligence Analyses provide leaders valuable insight into how to attract and keep patients from that non-clinical perspective. If typical patient satisfaction surveys focused almost exclusively on clinical representing only about 4% of healthcare related complaints, isn‘t it time we start listening to that other 96%? HBI can provide you the insight you need to ensure that you are listening and responding to your community‘s needs.

Like I said, in another webinar coming up in Q4, I‘ll show you how we use data like this to create and deliver the face-to-face Customer Service Workshop that I delivered for almost 850 people. My team and I were on-site with this organization all summer long, and we‘ll show you the results of that workshop in a post-engagement analysis.

I really appreciate all of you joining me today. Thank you so much for your time and of course for your participation and all of our polls. At this time my team and I would like to open up the floor to any questions you have. If you do have a question or need some additional information, you can go ahead and type it into the Q&A or the chat function here in WebEx, and I will answer anything that I can.

And of course if you want to reach out to me directly, I just put my email on the screen. Feel free to shoot me any messages and I‘ll get you the information that you‘re looking for.

One person has asked, do you do an in-person secret shopping? No, we don‘t. That typically creates additional administrative burden for leadership to either write off claims in the backend if we‘re shopping, you know, on specific patient financial services situations and things of that nature. We really get results that are telling enough and actionable enough through the phone calls that we’re able to make, and we can actually cover a lot more of the organization by conducting the phone calls rather than by sending people into all of the different network of care sites.

I see. How can we get the point-of-service scripting? If you are an HBI research member, we actually have some fairly robust point-of-service collections information on or portal. You‘d be able to go there and search for that. Of course, if you need something, you can go ahead and shoot me an email or you can email into askHBI and we‘d be happy to get you information that you need. I also want to let you know that we do provide, we have an excellent and engaging point-of-service best practices face-to-face workshop in which we teach staff to have confident, knowledgeable financial conversations with patients that are patient-friendly and empathetic. If you are interested in learning any more about that, let me know.

Let’s see this one says, I may have missed it, but were those results specific to our hospital or were these general results? The results that I showed you are specific to one organization that we shopped. So everything that was highlighted in that navy blue represents one particular organization. Everything else is blinded information that represents other organizations’ shop scores. Everything is real data and representative of individual organizations.

We record all of our calls. Do you ever just review recorded calls instead of doing these fake calls? Absolutely! That provides great information and actually makes it a lot quicker for us to do our analysis because we don‘t have to make sure that we are calling within certain times or have those specific scenarios. We would love to analyze any recorded calls and put that into a dashboard for you as well.

Will this presentation be recorded and available for download? You bet. We‘ll make sure.

Oh and I see someone‘s going to CAHAM! Fantastic. I‘ll see you there. Please come say hi. I‘ll be speaking at breakfast on that Tuesday. Look forward to meeting you.

All right everyone. I think that‘ll wrap us up for the day. I‘ll give you all back about eight minutes here. Please let us know if you need any more information and we’ll be able to help you achieve your patient experience goals. I appreciate all of your time.

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