CEO Takes Ownership of Communications, Satisfaction Soars
CEOs frequently refer to "operational excellence" as a goal in strategic discussions, but all too often employees have only a vague notion of how they can individually influence that goal.
Baptist Hospital in Pensacola, Fla., is an exception. Filtering its desire for excellence through multiple employee channels gave Baptist the buy-in to achieve patient satisfaction rates of 99 percent last year, up from a meager 34 percent in 1995.
While this turn-around didn't happen overnight, it was a new hospital president who lit the fire to use clearer communications strategies so that each employee had a role in improving the hospital's service excellence goals.
Quinton Studer took over as president of Baptist in 1996 when operational "nuisances" like a limited supply of IV polls, linen and hot water made it very hard for employees to do their jobs, let alone improve patient satisfaction. These frustrations affected employee morale and overall clinical confidence in the hospital.
Beginning in 1996, Studer used "in your face" communication strategies to define, reiterate and achieve operational excellence based on five success indicators: service, quality, cost-efficiency, employee retention and growth.
At least 100 department managers are charged with measuring improvements in these key areas on a weekly, bi-weekly and monthly basis. In addition to consistently measuring success in this manner, employees are inspired to achieve these goals because they are recognized when they do, says Studer. One nurse was deemed a "legend," for instance, when she lined up free medical care for an indigent cancer patient. A maintenance worker was given a similar honor for repairing a dialysis patient's broken wheelchair.
Every employee is empowered to become a "champion" in his or her own way, says Peggy Mika, Baptist's marketing services director.
Open Door Policy
The most evident sign that Studer advocates an "open door" communications policy with employees was his move from a fifth floor office to the first floor, right outside of the cafeteria. And his take on employee communications? The CEO should own it, not the PR department. "That [approach] may be somewhat controversial, but it's up to the CEO to develop strategies for communicating with managers and to set the tone for how employees should connect the dots on achieving excellence."
While the PR department doesn't own employee communications, it is charged with identifying exciting strategies for reinforcing the five-point success indicators to the hospital's 5,000 employees. What works best is to identify the areas of improvement and acknowledge those who have gone beyond the call of duty to achieve outlined goals, says Mika. She sits on the "Standard of the Month" task force, for instance, that identifies one quality standard each month that needs improvement. Monthly goals can range from reducing bed sores (patient satisfaction) to techniques for each department to save money (cost efficiency). Employees who make measurable strides toward these goals are recognized as "Legends" and "Champions." Last fall, 12 employees were selected as Legends.
This brand of recognition also resonates with patients who read about employee legends and feel more confident in a staff that goes the extra mile to deliver exceptional care, says Studer.
Customer Satisfaction Leader
Baptist is carving out a customer service leadership position among the media and community by leveraging the hospital's internal patient satisfaction accomplishments. Marketing materials highlight Baptist's impressive national designations, including:
- Ranking among the top 1% of U.S. hospitals in patient satisfaction, according to Press, Ganey Associates;
- A National Leadership Award for excellence in patient care, according to Voluntary Hospitals of America;
and
The local and national press is taking notice. Inc. magazine recently profiled the hospital's patient satisfaction initiatives, and the business section of the Pensacola News Journal did a comprehensive profile of Studer's management strategies.
The biggest PR challenge is convincing executive management that hospital awards and accomplishments aren't going to make front-page news overnight, says Mika. The high-profile ink Baptist received recently was the result of long-term media relations efforts that required consistent leadership-focused message reinforcement and numerous third-party endorsements the hospital grabbed for service excellence.
These leadership-positioning efforts are also making a difference among other hospitals. Baptist has emerged as a customer service expert, hosting forums for at least 60 hospitals on strategies for boosting patient satisfaction.
(Baptist Hospital, Quinton Studer, 850/469-2313; Peggy Mika, 850/469-3737)
Patient Satisfaction Skyrockets
Since 1995, patient satisfaction at Baptist has soared, due, in large part, to an executive overhaul of "in your face" communications strategies.
| Year | Patient Satisfaction Rating |
| 1995 | 34% |
| 1996 | 65% |
| 1997 | 95% |
| 1998 | 99% |
| Source: Baptist Hospital Risk Experience Audit | |