Healthcare

Anyone working in the Health Care arena faces mounting challenges as scrutiny and regulations increase with consistency and speed.

The internet has an abundance of sites that rate hospitals, doctors, nursing homes, and every other component of the industry. Some are based on facts collected from governmental regulatory agencies; others are a collection of individual personal anecdotes. Many are snap shots of specific moments in time. All have the ability, however, to greatly influence consumer’s perceptions and beliefs about any specific organization.

Insurance carriers have more efficient ways to track use, payments and patient outcomes. Medicare has begun pay for performance in many areas of Health Care. While none of this is necessarily bad, this changing landscape offers particular challenges for leaders. Health care is one of the most highly regulated industries in the country. Additional regulatory burdens are state specific.

Something to consider:

  • How can healthcare companies maintain compassion, caring, the technical edge and also be profitable?

The answer lies in going beyond six sigma and balanced scorecards. While these types of quality initiatives are important, you can be no better than the energy, creativity and commitment of the people implementing the programs. While quality measurements are important, health care is not manufacturing or retail. The only true way that healthcare has to gain customers is by creating loyalty by improving the patient’s, resident’s, individuals’ and guest’s experience. This can only be done one patient contact at a time by your loyal and engaged employees.

Industry experts say that competence and courtesy only satisfy; it is compassion that drives your internal customers in the healthcare industry to be loyal. You cannot regulate compassion for your employees, however, we can stop throwing barriers to the good people who went in search of a career to help others, and often got side tracked, or knocked down along the way.

Key data:

  • According to the Gallup Organization, only 20% of health care employees are engaged. Is it any wonder that we struggle to create loyalty with our patients?

The answer is not difficult, however, it does require all employees to pay attention to the plan and support implementation with their strengths. It is the divisional leaders, managers, supervisors and team leader’s responsibility to get the buy in.

Patient/customer loyal is a distinct strategic advantage for healthcare. It begins with identifying and adopting customer loyalty (internal and external) as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty.  Those that do are more likely to succeed and have measurable success.

The Aspire Advantage:

  • Aspire works with Health Care organizations in developing and aligning strategy, leadership systems (people) and operating systems (processes) for sustained success.