Ms. Shah, admitted on the 12th floor (twin sharing room) requested for a glass of hot water to Sister Mithila who was administering medicines to her neighbouring patient. While Sister Mithila was on her way to the Nursing station, she passed by a Pantry staff Deena Maushi, and conveyed the patient’s request. Deena Maushi was at the end of her 8 hours duty and further relayed this information to her colleague.
In the best case scenario the hot glass of water should have reached Ms. Shah. And it did. However, the ‘hot’ specification was lost in translation and transition. She expressed mild irritation to Sister Mithila saying “In such a reputed hospital, is it that difficult to get a glass of hot water?”
Thereafter Ms. Shah threw a tantrum. A Customer Care Officer Ms. Mayuri was called in to pacify Ms. Shah. What started off with a glass of hot water, got converted to many more complaints like rude behaviour of staff, delay in response of Nurse, taste of food and so on.
Oh well!! What have we gotten ourselves into?? Mayuri initiated the conversation saying “Ma’am, May I Help You!!” Ms. Shah is in no mood to let go and says I want to meet your Senior. Mayuri is exasperated but she says “Ma’am, we are Sorry“(Are we really???).
We can’t be spending rest of our lives apologizing. Come on Fella’s. It’s time to wake up… a roadmap needs to be devised for containing Patient Requests such that they do not pile up, and escalate into Complaints.
Can we empower our Patients to reach us directly (without the middle man) by creating more platforms?? Of Course we can!! Should we have time bound Service levels? High time!!!
A 400 bedded multi-speciality hospital, with 2500+ staff working in 3 shifts, on rotation and various categories. How many such tasks should be fulfilled and on-time, each time?
Although there is a Patient Feedback system in place, an in-depth review will almost always feature such smaller Requests that were incorrectly attended or delayed. Responsiveness in any Service industry is what builds Impressions.
Patients Expectations are on the rise. Requests not attended in a timely manner add up. Lack of a one-point resolution further adds to the patient woes, who have now also found Facebook and Twitter. This affects the Hospitals Brand Image.
Two voices that of the Customer and the Management directed the need for a Systemic Approach of Complaint Management to Enhance Patient Experience.
A multi-functional team, from core patient care areas, and supporting services, were carefully selected. Individuals with not only knowledge and accountability but also influence came together to contribute to this much needed centric goal.
Lessons Learned
- Patient first - each time, every time
- Enrolling stakeholders in the process, establishes ownership
- Involvement of top leadership cascades the right Culture
- Focus on Service Delivery rather than Service Recovery
- Enliven the team spirit