Issue link: https://viewer.e-digitaledition.com/i/727041
A NE W STUDY HIGHLIGHTS THE MAGNITUDE OF AN ONGOING SHIF T IN MEDICINE: THE "RE TAILIZ ATION" OF HE ALTH CARE ME ANS E XCELLENT CUSTOMER SERVICE IS INCRE A SINGLY ESSENTIAL TO A SUCCESSFUL PR ACTICE. THE STUDY IN The Journal of Medical Practice Management found that the driving force behind low patient satisfac- tion — as expressed in online reviews — is typically not substandard medical care, but rather, poor customer service. A na ly zing nea rly 35,000 G oog le+ reviews of U.S. physicians, practices, clinics and hospitals, the study found 96 percent of complaints were customer service-related. Only 4 percent pertained to patients' actual medical experiences. "The fi ndings ... were not surprising, but the degree of the conclusions was ver y surprising," says co-author Ron Harman King, MS, CEO of Vanguard Communications, a Denver-based health- care marketing fi rm. The a na lysis shows patients' chief complaints are related to communication and long wait times. "Today's patient is much more sophis- ticated and knowledgeable than ever before," says co-author Neil Baum, MD, urologist, Professor of Clinical Urology at Tulane Medica l School and author of severa l books on medica l practice management and marketing. Dr. Baum says patients expect the same customer service from physicians that they get from package delivery companies, hotels and other businesses. STAFFING GOOD EMPLOYEES Boosting patient satisfaction requires creating a culture of customer service, King says. That begins with the physician and practice manager leading by example, adds Keith Borglum, CHBC, consultant w it h Sa nt a R osa , Ca l i for n ia-ba sed Professional Management and Marketing. "If the employer or o¡ ce manager is rude and abrupt with employees, their employees will ... behave the same with patients," Borglum says. He also notes the importance of promptly solving communication or interpersonal issues among employees — especially those having direct contact with patients. He suggests having these employees complete human resources courses — whether in person or online — to improve their skills in dealing with patients, particularly those who can be di¡ cult. TAKING TIME An article published by the Advisor y Board, a consulting fi rm for healthcare organizations, details how one manager at a practice g roup ba sed in Atla nta increased satisfaction with exam room wait times from the fi rst percentile to the 70th. Once a patient was taken to an exam room, a medical assistant set a clock that was on the wall outside the room. That made it clear to physicians and sta… how long the patient had been waiting. Medica l assistants delivered periodic updates on the physician's schedule, and upon arriving, the physician followed up with an apology for being late. A report released by Software Advice, an Austin, Texas-based consulting company, confi rms the wisdom of that approach. It indicates 70 percent of patients feel a personal apology from a physician would reduce their frustration. Finally, Dr. Baum advises physicians to allot time for patients who need prompt care in urgent or emergent situations. "If a patient calls with frequent urina- tion and blood in the urine ... and they're told they have to wait two to three weeks [for an appointment], that is unaccept- able," he says. "Doctors must make time in their schedules to allow for urgencies and emergencies." ■ of Patient Satisfaction BY BRITTAIN WHITESIDE•GALLOWAY Power The 0 5 M D N E W S . C O M /// M D N E W S C L E V E L A N D /A K R O N / C A N T O N n S E P T E M B E R / O C T O B E R 2 016