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| Move Measurement to the Next Level |
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| "G |
iving leaders data alone is not always enough,” explains HUMCs director of service excellence Nina Setia. People act on ideas—not just data—so you |
need to help them understand what they can do with it.” |
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| At HUMC, the service excellence department was already hosting classroom sessions on how to measure patient satisfaction, but leaders frequently requested extra help. Now three staff members in the department facilitate a leader coaching track on the topic for individual leaders based on a 10 to 12 week plan. Here's how it works: |
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1. The in-house coach assesses measurement information needs.
The coach interviews the leader using a two page needs assessment that assesses proficiency in a wide range of areas. These range from understanding how to access, interpret, analyze and act on patient satisfaction data specific to their unit to how well tools like AIDETSM2, rounding for outcomes and thank you notes are hardwired in the leader’s area. Coaches also test HCAHPS knowledge. |
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2. A coaching contract is signed.
The contract explains anticipated outcomes and confirms the participant’s willingness to adhere to the training schedule, do assigned homework, and complete a training evaluation at completion. |
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3. A customized coaching plan is developed.
Based on responses to the initial needs assessment, the coach recommends key areas to focus on and holds weekly one hour meetings in the leader’s office, noting specific training delivered. Each week, the coach performs a competency check on the material presented the previous week before covering new material. |
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4. CEUs are offered for training.
Documentation describes program outcomes, coach bios, and includes a sample program outline and postevent evaluation. Certificates are also awarded. |
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| Currently, the director also coaches physicians on how to set and track metrics for their annual goals in Leader Evaluation Manager. “We ask physicians: ‘When you see a patient with an abnormal EKG, do you leave after you tell them or do you tell them what steps to take?” adds Setia. “It’s the same with creating an action plan for measurement. Physicians are very receptive to this message.” Setia advises all leaders and staff to take the ‘doctored approach.’ Giving data and a goal is not enough, she says. A prescribed road to get there is the most important element and keeps them focused on action steps. |
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Feedback From a Post-Coaching Evaluation |
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What are 3 Things You Are Going to Do as a Result of This Coaching? |
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Use negative comments as learning opportunities for improvement |
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Learn more about my unit’s priorities |
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Pull up reports regularly to keep current with the data. |
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What are 3 Things You Are Going to Stop Doing as a Result of This Coaching? |
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Not focus on the numbers |
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Stop focusing on negative data and reinforce positive data. |
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Make assumptions or excuses. |
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The acronym AIDET stands for Acknowlegde, Introduce, Duration, Explanation, and Thank you. Studer Group considers these to be the five fundamentals of service. |
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