Three strategies to improve the ED patient experience

This article was published by Becker’s Hospital Review on June 21, 2017.
 

Emergency medicine is a complicated and rewarding specialty filled with unique challenges. Positioned at the “front lines” of care delivery, emergency departments (ED) treat patients in an environment that is by nature stressful and chaotic. From managing capacity, to triaging patients, to navigating life-threatening illnesses and injuries, some EDs experience pandemonium daily. Adding to the tense environment of the ED is the growing regulatory pressure to improve efficiency, reduce costs, and increase throughput – all the while providing the best care experience for patients and staff. As healthcare leadership looks to optimize EDs, beyond considering performance metrics which impact reimbursement and revenue, they also have to develop strategies for delivering a positive and consistent patient experience. This positivity has been shown to improve HCAHPS scores and ensure a stronger hospital market share, while encouraging the high-value and high-quality care that patients and families deserve.¹ Here are three key strategies for healthcare leadership to consider as they work to place patient experience at the heart of ED optimization.

In the world of patient populations, the ED is arguably the most difficult to understand, predict and treat effectively. Most patients who arrive at the ED are in crisis – real or perceived – because of this, the importance and need for ‘customer service’ in the ED can’t be understated. Emergency department staff are evaluated by patients at every turn; their actions impact the reputation of the individuals providing care and the overall fiscal viability and success of the health system. Compounding this, patients evaluate their experience in the hospital not only on clinical processes and outcomes, but on how they were treated as a person.

Because of this ‘human factor’, the ED experience is not black and white, bringing new importance to the nuances of relationships and communication. Treating ‘customer service’ with similar importance to any other clinical process will help ED professionals reframe their standards and hone their skills. Put another way, if customer service is part of the healthcare job description and a sought after, recognized trait in the workplace, both staff and patient satisfaction will improve.

A recognized fact in clinical practice and literature is the powerful, intrinsic link between engaged, satisfied staff and patient satisfaction.² When staff is engaged and satisfied, patient satisfaction scores increase. This can be attributed to the growing trend of patient-centric care, which places a greater emphasis on the physician-patient relationship and engagement. Today, more than ever, patients want to be a part of the healthcare decision-making process, and those who are engaged as decision-makers tend to be healthier and have better outcomes. Reimbursement is not the only thing changing in healthcare; providers are realizing the importance of delivering a consistent, positive customer experience in the ED and beyond.

As with any relationship, a strong foundation of trust is very important for successful patient-physician interactions. Perceived trust is imperative for healthcare provider success in the short and long term. In the Emergency Department setting, the sick are vulnerable – emotionally and physically, but often times, also financially. Adding to that is the sometimes reluctant, discretionary power given to providers on behalf of the patient and system, resulting in a perceived “imbalance of knowledge and power” which can characterize healthcare relationships.⁵ Trust can counteract this, and it is something that healthcare providers often take for granted. Trust in a healer is sacred, and frequently the prerequisite for seeking care and the reason for returning to a particular provider, hospital, or health system. Healthcare leaders should promote and recognize this in their clinical practice, and remind staff why they chose to pursue a career into healthcare in the first place: to help and make a difference in the lives of others. By creating an environment that empowers employees to make a difference, healthcare leaders can influence trust and positive staff behaviors; ultimately winning the hearts and minds of care providers for long-term, engaged care interactions.

In summary, a holistic and integrated approach to optimizing and improving the patient experience in the ED is necessary to see results, as there is no one-size-fits-all solution. If everything in healthcare is connected, the ED is no exception. Healthcare leadership cannot get great patient experience without improved patient throughput. Similarly, hospitals cannot get great patient experience scores without a certain level of staff satisfaction. As healthcare providers begin to tackle this complex challenge of improving the patient experience, focusing on strategies that include structured, purposeful programs will be the key to long lasting, positive impacts in the ED and beyond.