Executive Outlook
Caring for the customer By Oris Stuart and Tessa Misiaszek
Changes in the health care industry are leading hospitals and health care providers to shift their thinking on patient care and service. They are finding that core principles from the retail industry such as customer satisfaction and loyalty can be applied to health care.
In most industries, customer service operates by this rule of thumb: a happy customer will tell three people about the great service they received, and an angry customer will broadcast his or her dissatisfaction to…well, everyone. So keep the customer happy. Even baristas don’t take chances with customer satisfaction. Wait just a few extra minutes for your coffee at Starbucks and you’ll usually be offered a coupon for a free drink. Starbucks, in fact, has evolved its customer relationships into a model of loyalty that has allowed it to differentiate and grow its business exponentially. Through engaged, passionate employees, Starbucks creates a customer environment that provides an “uplifting experience” and emotional connection (Simonds 2013). Relating to customers with authenticity and empathy creates long-term relationships versus transaction-based associations. Can retail principles of customer service and loyalty be applied to health care? How can lessons learned in other industries about engaging and serving the unique needs of a widely diverse consumer base be integrated into the health care sector? New incentive payment models that emphasize patient satisfaction are one of the major changes to the health care landscape. Leading hospitals are now considering how to raise customer service levels—an unconventional way of thinking for the American health care system. (Many providers bristle at calling their patients “customers.”) Some hospitals are hiring patient experience officers and establishing job requirements akin to those of a hotel concierge. While this may have an impact, we advocate for teaching clinical providers how to better understand and communicate with their patients—particularly diverse patient populations.
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As customers, when we experience poor service or receive damaged goods, we want the business to fix the situation. We also look for business owners to show empathy. We return to businesses that provide worthwhile experiences, value our time and give us a sense of belonging. Likewise, doctors who better communicate with patients will increase the level of trust patients have in their recommendations. (Hagihara and Tarumi 2006). This level of personal connection can increase patient satisfaction, adherence to treatment and ultimately improve clinical health outcomes (Betancourt et al. 2003). Today’s clinical providers need new, nontechnical skills to care for an increasingly diverse patient population in the United States. The US Census Bureau projects racial/ethnic minorities will constitute the majority of the country’s population aged 18 to 29 by 2043. In addition, as a result of the Patient Protection and Affordable Care Act, more patients are gaining access to health insurance and navigating the health care system for the first time. Health care providers need to communicate well with patients to establish a true partnership focused on wellbeing. Patients should feel they’re now part of an inclusive community that will help them navigate the institution and be a trusted partner in the pursuit of wellness. Yes, the patient experience can be shaped by beautiful facilities, transparent pricing and concierge-style services. But, if clinical providers do not adequately assess their patients’ needs and concerns, it is all for naught. Free cappuccino will not bridge this chasm. Doctors and nurses must connect with all their diverse patients to provide lasting patient satisfaction and better care.
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References Betancourt, Joseph R, Green, Alexander R, Carrillo, J Emilio, and AnanehFirempong, Owusu. 2003. “Defining cultural competence: a practical framework for addressing racial/ethnic disparities in health and health care.” Public Health Reports 118 (4): 293-302. http://www.ncbi.nlm.nih.gov/pmc/ articles/PMC1497553/ Hagihara, Akihito, and Kimio Tarumi. 2006. “Doctor and patient perceptions of the level of doctor explanation and quality of patient-doctor communication.” Scandinavian Journal of Caring Sciences 20 (2): 143-150. Simonds, Lauren. 2013. “Starbucks: A model for success.” Time. Aug. 27, 2013 United States. 2012. Population projections of the United States, by age, sex, race, and Hispanic origin: 1995 to 2050. Washington, D.C.: U.S. Dept. of Commerce, Economics and Statistics Administration, Bureau of the Census. http://www.census.gov/prod/1/pop/p25-1130.pdf
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About the authors Tessa Misiaszek, PhD, MPH is a Principal Consultant in Korn Ferry’s Workforce Performance, Inclusion and Diversity practice. +1 781 609 4160 tessa.misiaszek@kornferry.com
Oris Stuart is a Senior Partner Consultant in Korn Ferry’s Workforce Performance, Inclusion and Diversity practice. +1 617 254 7600 oris.stuart@kornferry.com
About Korn Ferry At Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single source for leadership and talent consulting services to empower businesses and leaders to reach their goals. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning and recruitment process outsourcing (RPO).
About The Korn Ferry Institute The Korn Ferry Institute, our research and analytics arm, was established to share intelligence and expert points of view on talent and leadership. Through studies, books and a quarterly magazine, Briefings, we aim to increase understanding of how strategic talent decisions contribute to competitive advantage, growth and success. Visit www.kornferry.com for more information on Korn Ferry, and www.kornferryinstitute.com for articles, research and insights.
© 2014 The Korn Ferry Institute
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