This website uses cookies to store information on your computer. Some of these cookies are used for visitor analysis, others are essential to making our site function properly and improve the user experience. By using this site, you consent to the placement of these cookies. Click Accept to consent and dismiss this message or Deny to leave this website. Read our Privacy Statement for more.
Test | Print Page | Contact Us | Your Cart | Sign In
The Beryl Institute Patient Experience Blog
Blog Home All Blogs

How Will You Invest in Patient Experience in 2016?

Posted By Stacy Palmer, Tuesday, December 1, 2015
Updated: Tuesday, December 1, 2015

We recently celebrated our first five years as a community of practice and looked back, somewhat in awe, at the incredible growth of this organization over such a short time. The Beryl Institute is now a global community of almost 40,000 individuals passionate about improving the healthcare experience for patients, families and caregivers.

The momentum continues, as does the realization that organizations are making significant investments in time, energy and dollars to ensure they are prepared to deliver the best possible patient experience. We see these investments in many forms from hiring teams to training leaders and staff to building and supporting cultures of excellence.

As we shared in the 2015 State of Patient Experience Benchmarking study, senior patient experience leadership and staff investment is growing with 42% of respondents having a Chief Experience Officer (or comparable position) compared to only 22% two years ago.  Along with that, the size of patient experience teams is growing; 33% of organizations reported having five or more staff members supporting patient experience efforts. 

The Beryl Institute community reflects this trend as well. This year over 200 organizations will invest in institutional membership – meaning they provide unlimited access to the Institute’s white papers, webinars, topic calls, learning bites, etc. to everyone within their facility. They are making a statement that people in ALL roles impact the patient experience and should have access to research and collaboration that will assist their efforts.

We have also seen tremendous interest in learning and professional development programs intended to train patient experience leaders and other staff. We recently increased our virtual classroom offerings in the Patient Experience Body of Knowledge courses to support growing participation in the community-developed program that provides Certificates in Patient Experience Leadership and Patient Advocacy.

Patient Experience Conference had its largest attendance to date this year and we were honored to partner with member organizations to host sold out Regional Roundtable events in San Francisco, Charlotte and Minneapolis. Our community is eager to gain (and share) knowledge and to invest in their personal career growth. In fact, today our sister organization, Patient Experience Institute, will offer the first testing opportunity for those hoping to earn their CPXP, the professional certification for Patient Experience Leaders.

While we’re excited to celebrate the five-year milestone, we acknowledge how much work is still to be done. We imagine (and hope to help inspire) a world where all healthcare organizations appreciate the power and impact of patient experience efforts and make without hesitation the investments necessary to be the best they can be for patients and families.

Earlier this year we released Our Stand, a list of guiding principles we’ve identified in our five years of leading this work that can have significant impact on patient experience success. I share them again as a reminder as you evaluate your own efforts and consider what investment opportunities make sense to support your specific needs.

We believe organizations and systems committed to providing the best in experience WILL:

  • Identify and support accountable leadership with committed time and focused intent to shape and guide experience strategy
  • Establish and reinforce a strong, vibrant and positive organizational culture and all it comprises
  • Develop a formal definition for what experience is to their organization
  • Implement a defined process for continuous patient and family input and engagement
  • Engage all voices in driving comprehensive, systemic and lasting solutions
  • Look beyond clinical experience of care to all interactions and touch points
  • Focus on alignment across all segments of the continuum and the spaces in between
  • Encompass both a focus on healing and a commitment to well-being

As you prepare for the coming year I challenge you to reflect on your organization’s commitment to experience improvement. Where are you exceling and where are your opportunities to do even more for your patients, families, caregivers and staff? Our patient experience community is here to support your journey and I encourage you to take full advantage of the incredible resources and knowledge available. 

Wishing you a wonderful holiday season and a successful New Year!

 

Stacy Palmer
Vice President, Strategy and Member Experience
The Beryl Institute

Tags:  body of knowledge  certification  collaboration  community of practice  Continuum of Care  culture  employee engagement  Field of Patient Experience  global healthcare  healthcare  improving patient experience  Interaction  Interactions  Leadership  Nurse Leadership  patient  patient engagement  Patient Experience  Patient Experience Conference  Regional Roundtable  service excellence 

Share |
PermalinkComments (0)
 

Nurse Leadership Matters in Patient Experience Performance

Posted By Jason A. Wolf Ph.D., Tuesday, March 4, 2014

As shared by the Robert Wood Johnson Foundation and known by many in practice, nurses represent the single largest group of health professionals who deliver hospital care. This represents a broad range of caregivers from the senior ranks of CEOs or CNOs, to the bedside, from managing triage in emergency departments to conducting post discharge follow-up calls.

With this expansive reach, nurses and in particular nurse leaders, have a significant opportunity to impact the experiences of patients and families. I say this reinforcing the strong point found in the definition of patient experience that experience is created in every interaction – meaning by everyone that plays a role in the healthcare system and at all points in the continuum of care, from well before to well after a clinical encounter. With that we would be short sighted to miss the fact that the experience most patients and family members relate to, reflect on and remember is the one they had with their nurses.

In a Hospital Impact blog last year, I wrote about my own experience of quickly leaving at the close of Patient Experience Conference to become a family member at the bedside for the birth of our son. I spoke of Kristen, our L&D nurse, who was responsive and took every opportunity to not only set appropriate expectations, but also answer our questions. She served as a guide through one of life’s most important and incredible moments.

In inquiring why she and other nurses in the unit were so positive and engaged (and not revealing my profession), I was told about how their leaders take time to support the nurse team not simply as individuals there to work, but as professionals, people and partners in care delivery.

In thinking back on this moment I had the chance to share some thoughts with the nurse leaders at my most recent On the Roadsite – Presbyterian Health Services. My realization in the conversations reminded me of how as a family member I had clear expectations about clinical excellence, quality and responsiveness from my nurse team. It was the things they did beyond that though that drove my experience.

As we talked at Presbyterian, it became clear in the dialogue that in the fast-paced world of healthcare, specifically in the nursing realm, nurse leaders have a critical role to play. They set the stage for behavior, they reinforce actions and responses, and they coach, guide, cajole and celebrate with their teams. In the end these nurse leaders, whether aware of it or not, are indirectly driving the experience for so many in their care.

This observation and discussion was supported by the data revealed in the 2013 State of Patient Experience Benchmarking Study. In both the 2011 and 2013 research "clinical managers who visibly support patient experience efforts” was the second greatest driver of experience success after visible support from the top. Here again leadership was reinforced as critical, and more so the clinical managers, those guiding the largest part of the healthcare workforce and with the greatest contact with those served, were identified as central to patient experience performance.

What does all this mean in action. Based on what I have experienced and learned from the many nurse leaders I have had the fortune to work with, the ideas are simple in concept, but sometimes require great effort to execute. Nurse leaders must:

  • Nurture and develop their teams beyond core clinical skills to the behaviors they see as critical to the total delivery of care.
  • Model expectations at all times in their own actions and hold themselves and everyone else accountable when these expectations are broken.
  • Listen and create a space for the words of all team members to be heard. Sometimes the greatest of ideas come from the unlikeliest of sources.
  • Reinforce and create a sense of ownership in staff at all levels that they are leaders in every moment. As every experience happens in the interaction between one human being and another, every individual has the power to choose how they lead in every moment.

In a world where nurse leadership faces continued and growing pressures to perform, these, what some might call, "softer”, non-clinical aspects of leadership and action can easily be pushed aside. But it continues to be the strongest and most successful leaders I see that find the space and time to consider and act on these aspects of the total experience.

It is simple. In whatever way fits their style or the organization in which they provide care, nurse leaders matter in patient experience performance. Of that there is truly no question.

Jason. A. Wolf, Ph.D.
President
The Beryl Institute


In recognition of the importance of nurse leadership in impacting patient experience, The Beryl Institute is excited to join one of our supporting partners, TruthPoint, to offer patient experience resources at the upcoming American Organization of Nurse Executives (AONE) Annual Meeting in Orlando, Florida.

Related Body of Knowledge courses: Healthcare Leadership and Management .

Tags:  celebration  Continuum of Care  culture  employee engagement  healthcare  improving patient experience  Leadership  Nurse  Nurse Leadership  Patient Experience  service excellence 

Share |
PermalinkComments (0)
 

Stay Connected

Sign up for our informative series of monthly e-newsletters from The Beryl Institute.

The Beryl Institute
1831 12th Avenue South, #212
Nashville, TN 37203
1-866-488-2379
info@theberylinstitute.org