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The Beryl Institute invites members to submit posts on patient experience related topics. For guidelines and information on submitting a post for consideration, please contact us at info@theberylinstitute.org.

 

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Top tags: patient experience  healthcare  communication  culture  patient  HCAHPS  Leadership  patient engagement  empathy  physician  survey  compassion  perception  physicians  technology  caregiver  community  data  employee engagement  family engagement  healing  Hospital  improving patient experience  collaboration  Consumerism  Expectations  interactions  patient and family engagement  pediatric  person-centered care 

When Hospitality Meets Healthcare: A Personal Reflection

Posted By Sven Gierlinger, Thursday, November 9, 2017

It happened to me - first came a tingling in my fingers and toes; and within days, I was paralyzed. A husband and father of two young children at the start of a new assignment with The Ritz-Carlton Hotel Company - I was diagnosed with Guillain-Barré syndrome, a rare condition in which a rapid-onset muscle weakness caused by the immune system attacks and temporarily damages the peripheral nervous system. Suddenly, and for 90 days and nights, I was 100% dependent on my doctors, nurses and therapists.

Believe it or not, I’m actually grateful for this experience, as it showed me that as a patient, you are challenged to heal in many ways – physically, mentally, and emotionally. My experience in these moments helped me understand the power of embedding both service and empathy into the clinical processes that truly can make or break a patient or family experience. Every moment counts. 

My years at The Ritz-Carlton opened my perspective to what guests really want – and it’s much more than crystal chandeliers, marble floors and fancy ocean views. The Ritz-Carlton takes culture very seriously and believes it should be fully ingrained in all its employees, even by memorization. This credo provided the gold standards of service that were the focus of my everyday work, and until this day I can recite each word.

The Ritz-Carlton Credo:  The Ritz-Carlton is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.

Based on my own professional and personal healthcare experiences, and as the Chief Experience Officer at Northwell Health, I knew I had to look at the experience through a very different lens. We have seen that the hospitality industry has established a precedent of best practices that can directly correlate to the healthcare industry. Let’s take the crossover themes from this credo for example: providing genuine care and comfort, personalization, a warm yet refined environment, and delivering on unexpressed wishes. I often wondered what this same credo would look like if ‘Ritz-Carlton’ was replaced with ‘Healthcare’, and if ‘guests’ were replaced with ‘patients’. 

Let’s read the credo again…

The Healthcare Credo:  Healthcare is a place where the genuine care and comfort of our patients is our highest mission. We pledge to provide the finest personal service and facilities for our patients who will always enjoy a warm, relaxed, yet refined ambience. The Healthcare experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our patients.

Now, isn’t this what we all want and deserve from our own healthcare experience? It’s not only about first impressions; it’s about lasting impressions and creating that consistency in the patient experience. As experience leaders, it is imperative we understand how to enliven all the senses – what patients see, hear, touch, taste and feel. This understanding can greatly affect the patient experience, as well as the overall healing process.

At the end of the day, I think we can all agree that healthcare is about helping people through their most vulnerable time, and there is no greater honor.  So, I challenge each of you to think about healthcare differently. Reflect on this healthcare credo and ask how you can translate these concepts into practice to truly make every moment matter.

Sven Gierlinger serves as the VP, Chief Experience Officer at Northwell Health. With a focus on providing exceptional customer service and delivering the highest quality care, Mr. Gierlinger is responsible for building an engaging, innovative and collaborative culture that drives organizational growth and customer loyalty through the patient/customer experience. He is also an Executive Board Member for the Beryl Institute and a member of the Institute for Innovation, Founding Executive Council. Northwell Health, headquartered in New Hyde Park, New York, is the largest healthcare provider and private employer in New York State. The system serves over 8 million patients in metro New York and the surrounding areas with its 22 hospitals and more than 550 outpatient practices.

Tags:  culture  hospitality  impression  patient experience  personalization 

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Why Your Hospital is Competing with the Apple Store

Posted By Julian Hutton , Monday, January 9, 2017

At a recent patient experience leadership forum, the question was posed “Who is your competition?” Predictably the initial discussion revolved around the merits and reputations of other local or specialist hospitals and how their patient experience was judged to compare. But who else is the patient comparing your hospital to when they give a verdict on the service they have received? What other experiences form the benchmark when evaluating how highly they should rate their hospital experience?

The United States is now a service economy in which we are spoilt for choice on which stores, malls, restaurants, supermarkets, automobiles, hotels and electronics to spend our time and money. As products and services, at all levels of cost and quality, have proliferated, one of the major differentiators has become the customer service experience both at point of sale and for as long as we own the product. Although it is an investment, training staff in the skills to make customers feel valued and respected is a great deal more cost effective than slashing prices. It also has swift return with minimal impact to the bottom line and, if you get it right, earns you enduring customer loyalty. When you buy a $4 Big Mac, you can be fairly certain that somebody will greet you (occasionally with a smile), ask what they can do for you, take your order and deliver the right product. From that standard, the bar for customer service keeps getting higher – for less than $100 a night, a limited service hotel receptionist will welcome you warmly, inquire as to how your journey was, efficiently check you in and show you to a room with clean sheets and small, tastefully designed, bottles of gold, frankincense, and myrrh in the bathroom. (Coming soon to a chain hotel near you.)

When you go into an Apple store, you’ll be greeted by somebody who seems genuinely pleased to see you. They are friendly and professional. They give every impression of being sincerely interested in helping you. They listen attentively, they make sure they have understood what you have told them, and they then tell you who is going to be helping you. They introduce that person and hand off to them by repeating what you have said to them and inquiring if, before they go, there is anything else that they can do for you. During your whole experience with Apple, whether you are buying something, or getting help with an existing Apple product you already own, you are kept informed of the process, how long it is estimated to take, what is going on behind the scenes that you may not know about and when the person helping you will be back. At every stage, there is a handover from one person to the next. If the person helping you needs to go somewhere and you are by yourself, it is only a matter of minutes before an Apple employee asks you if you are being helped and if there is anything they can do for you. You are never left wondering if anyone has forgotten you or what is going on. And however intractable your issue is, you are never made to feel you are being a burden.

Can hospitals ever operate as smoothly as an Apple store? No. But can hospitals learn from the kind of customer service culture that companies like Apple have trained their staff on? That has set them apart from their competition, earned the loyalty of their customers and set a standard of customer experience that other services are judged by? Fairly or unfairly, hospitals are being judged by patients on the constantly improving standards set by the service culture they experience in their everyday lives.

Julian Hutton studied leadership at Britain’s Royal Military Academy Sandhurst and was an officer in the Scots Guards. From there he went into the hotel and hospitality industry, working all over the world for some of the industry’s best known names. For the last 10 years, he has been increasingly involved in developing leadership and hospitality service training programs providing the highest standards of guest and patient experience.

Tags:  competition  customer experience  Customer Service  Hospitality  Leadership  service excellence 

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