I was recently invited to participate in a panel discussion on the topic of talent and the patient experience at an event for healthcare human resource professionals. The event says so much about how far we have come in our understanding of what it takes to support patient experience excellence and this emerging field. Preparing for this event gave me the opportunity to step back and reflect on the field of patient experience.
Prior to joining the team at The Beryl Institute, I was a member of this global community of practice and attended the PX Conference in 2012. It was here that I first heard about the Patient Experience Body of Knowledge, a framework of 15 broadly accepted domains reflecting the knowledge and skills of a patient experience professional.
As I sat listening to the details of the framework and how it came to be, I was thrilled not only because over 400 individuals from 10 countries contributed to its development but it was the first time I began thinking about what I did as a growing profession, a field of practice and an emerging field. I had something concrete to take back to my own organization that so clearly framed this field of patient experience and defined its core ideas.
You see, my entry into patient experience started like many across the country. I was asked to be part of a committee within my health system charged with implementing tactics that would improve our patient satisfaction scores. Over the next several years, that committee membership evolved to a dedicated role as the Director of Patient and Family Relations leading the organization’s efforts on building a culture of experience excellence. Our journey was very similar to others as evidenced in the findings of The State of the Patient Experience 2015 Study showing a growing acknowledgement from senior executives on the importance of investing resources dedicated to patient experience leaders.
Fast forwarding to late spring 2014, I had been in my role with The Beryl Institute as the Director of Learning & Professional Development for one year and we had launched the first five PX Body of Knowledge courses. In 2015, we achieved a major milestone when all 15 courses became available, one for each domain. It was the first time a comprehensive program was available supporting professional development of healthcare leaders in the field of patient experience.
We have since awarded a total of over 60 Certificates in Patient Experience Leadership and Patient Advocacy and there are over 250 currently completing the PX Body of Knowledge courses. Not only do these numbers show the high level of interest patient experience professionals have in developing their knowledge and skills but they show again the acknowledgement by senior executives of the critical role of leadership in achieving patient experience excellence.
As I come to a close with my reflections, I would be remiss if I did not mention the incredible work at our sister organization, Patient Experience Institute. Following a rigorous and standardized process and involving hundreds of members of the global patient experience community, the first inaugural Certified Patient Experience Professional (CPXP) exam was launched this past December. Achievement of CPXP certification highlights a commitment to the profession and to maintaining current skills and knowledge in supporting and expanding the field of patient experience and demonstrates clear qualifications to senior leaders, colleagues, and the industry.
It’s always nice to reflect back as a means to identify the progress made. We know patient experience matters, it continues to be a top priority and there is a growing acknowledgement of the critical need and value for dedicated patient experience leaders. And to that end, we must all take action in shaping the future field of patient experience.
- There is a recognized need for individuals with the knowledge and skills to lead patient experience efforts. Use the PX Body of Knowledge framework to assess your professional development needs and build a plan to advance your knowledge and skills.
- Everyone plays an important role in the patient experience. Share the framework with your Human Resource partners and work with them integrating the patient experience leadership competencies as part of an overall talent management strategy.
- Senior Leaders recognize that leadership is a strategic asset. Be a role model and distinguish yourself as a leader in today’s healthcare marketplace. Work within your organization's advocating and in supporting all healthcare leaders have the skills and knowledge critical to ensure the best experiences for your patients, their families and your employees positioning your organization to drive the best in outcomes for all you serve.
As the journey continues, I’m excited about the future. I encourage each of you to be part of the ongoing conversation sharing your ideas on how to support, educate and influence the many leaders across all functions within your organization. I know I'm looking forward to the conversation next week with healthcare human resource professionals as they explore their role in ensuring an excellent experience for all.
Director, Learning and Professional Development
The Beryl Institute