Improving Patient Satisfaction Begins by Selecting the Right People
By Bob Moore, CMC
Low patient satisfaction scores are beginning to cost healthcare organizations thousands of dollars in Medicare reimbursements. James Merlino, MD, chief experience officer for Cleveland Clinic, says, “It’s hard to say that paying attention to the patient experience is not something we should do. And yet, many physicians and hospitals have not done a good job focusing on patient satisfaction.”
Dr. Merlino adds, “How well we communicate with patients goes to the heart of the patient-provider interaction: it’s crucial that patients are clearly informed what to do while they are in a hospital and after they are discharged. Poor communication can drive confusion, noncompliance, and complications. Organizations have to evolve in an increasingly value-based healthcare environment by developing a culture that can adapt to any set of questions or regulations that CMS mandates.”
To assure high levels of patient satisfaction, healthcare organizations must hire the right people that can be developed into top talent. Healthcare executives can no longer afford to ignore the connection between employee job fit and patient care and satisfaction, and how it influences their bottom line.
The use of scientifically designed and validated behavioral assessments can help select the right people and more effectively develop them into top talent. Knowing employees’ work style and motivators, and competencies not only can improve selection, it also establishes the basis for a development plan to provide the ongoing feedback and coaching required to develop top talent.
Use the Right Assessment the Right Way
One of the biggest challenges with using employee assessments is understanding how to apply the science behind them and the value they can offer. Many hiring managers simply prefer to just trust their gut instincts and rely almost exclusively on interviews. This approach can reduce the chances of hiring the right person to as low as 15 percent.
Assessments are also useful for current employees to determine someone’s readiness for another position or an internal transfer. Frequently, managers tend to consider how a person performs in their current job rather than how well their talents fit another position. For example, a great nurse could be an ineffective nurse manager.
Awareness Can Improve Current Performance
Understanding how they tend to operate, their strengths and motivators, can improve an employee’s attitude and performance. With greater awareness they can more effectively interact with others, which can improve performance and patient satisfaction, and the organization’s bottom line.
Bob Moore, CMC® is CEO of Effectiveness, Inc and The Talent Management Institute
Contact: 919-439-5811 or Bob@effectiveness.com