InnovateVirtual - Targeted Communication

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Patient Quality— Engage your team proactively on the perception of care to meet HCAHPS measures. Correct quality outcomes needed development and address process breakdowns two to three months ahead of the HCAHPS results turnaround. Also proactively address PQRS for physician quality in the clinical environment. Patient Centered Care— Engage proactively on the expectation of care to ensure proper execution is taking place. Task and coach leaders face to face on the opportunity to offset a potentially costly penalty. The Eight Dimensions of Patient-Centered Care grew out of research by the Picker Institute and Harvard Medical School, thousands of interviews, and the experiences of caregivers and patients. Analysis of the industry-changing research showed that there are certain things, certain behaviors that are instrumental to patient’s healing, feeling cared for, and having a positive patient experience. From that research, we now understand what matters most to patients. There are literally hundreds of questions you could ask patients about their experiences. But with limited time, resources, not to mention patient attention span, it is important to ask the most critical questions. What ET did is take those dimensions and turn them into questions to be asked of direct care staff to identify any obstacles to execution which could prevent the dimension from having a positive outcome. Example Tool format, 1 out of 8 questions: 1 Please rate our organization in how we provide; respect for patients’ values, preferences and expressed needs. 26 Patients indicate a need to be recognized and treated as individuals by hospital staff; they are concerned with their illnesses and conditions and want to be kept informed. Do you have an idea, concern, solution, anxiety or motivation in how we… • Provide an atmosphere respectful of the individual patient should focus on the quality of life? • Involve the patient in medical decisions? • Provide the patient with dignity, and respect a patient’s autonomy? Please share in the space provided what you perceive from your role.
Communication— Engage threats to excellent communication within eleven categories. InnovateVirtual enables leaders to create continuous improvement through ongoing pulse engagement. Since it’s selfadministered, the one and done set up and push out of dialog when you need it, saves a time and money. Example Method— Single question communication Solution Drive Method: 1. How do you rate the hospital’s attempt to cultivate open communications between direct management and staff? o o o o o o o o Electronic communication I.e. Access to emails and medical records Procedural communication I.e. Access to policies. Written (Organization perspective) I.e. Administrative HR fliers. Written (Employee perspective) I.e. Monthly newsletters. Collaborative communication I.e. Communication-board and books. Observational-Training I.e. Consistently guides and develops me. Verbal I. e. Department meetings face to face and shift handoff. Communicating under pressure I.e. Good planning structures to ensure successful conclusions. a) If not, what would you recommend to enhance these communication outlets to be more redundant or efficient? b) Please recognize someone who champions this open communication. Change Management— engage before, during and after the change to ensure change success. Virtual Meeting Link— Include everyone in different shift and time zones by sharing a hyperlink to agenda meeting ON THEIR TIME. Increase participation; improve productivity and honest contribution for greater discussions. 27
Page 1 and 2: Targeted Communication Using Web-Ba
Page 3 and 4: 6. Assist Sales Success with Techno
Page 5 and 6: SETTING UP YOUR PLATFORM After regi
Page 7 and 8: When we communicate expectation in
Page 9 and 10: TABLE OF CONTENTS 1. ACKNOWLEDGEMEN
Page 11 and 12: (174) SUGGESTED ACTIONS (175) DIALO
Page 13 and 14: 334) EXERCISE 1 POINT— Time Manag
Page 15 and 16: 15 445) SUGGESTED ACTIONS 446) DIAL
Page 17 and 18: 17 603) SUGGESTED READINGS 604) SUG
Page 19 and 20: DEFINING YOUR APPROACH There are ma
Page 21 and 22: Direct Care (B3), Support Care (B2)
Page 23 and 24: “Employees need to take ownership
Page 25: Checklist— for quality control on
Page 29 and 30: TECHNOLOGY USE CASE GROUPINGS IN IV
Page 31 and 32: o Be proactive and measure for thre
Page 33 and 34: Benefit Pulse Identify threats to r
Page 35 and 36: How: Within 5 minutes, a leader can
Page 37 and 38: Business measures in the status quo
Page 39 and 40: Adaptive Performance— is innovati
Page 41 and 42: Both managers and team hesitate to
Page 43 and 44: Exercise— how to use InnovateVirt
Page 45 and 46: How someone might lead a safety tas
Page 47 and 48: 21 INITIATIVE USE CASE Throughout t
Page 49 and 50: Example - 21 Initiative— TASK ANA
Page 51 and 52: STAFF OWNERSHIP - Consistently acqu
Page 53 and 54: Another Rating Scale Example 1-2 3-
Page 55 and 56: RELATIONSHIP BUILDING Establishes a
Page 57 and 58: It is important for each question t
Page 59 and 60: Suggested Readings: 1. Lombardo, M.
Page 61 and 62: Suggested Action - select the perfo
Page 63 and 64: How do you rate the company in prov
Page 65 and 66: o o o Doesn’t judge others Often
Page 67 and 68: 9. My hospital strives to only hire
Page 69 and 70: This process enables employees to l
Page 71 and 72: Listening: With expectations 2. You
Page 73 and 74: Copy and paste the examples and sug
Page 75 and 76: Third Goal Community, (innovation)
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Time management 3. Often has a hand
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Under Anonymity Define who the 360
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360° REVIEW LETTER EXAMPLE Dear Te
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Comment Report or Push Report allow
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5. Job Enrichment 6. Employee Stres
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WORK EVALUATION 7 out of 15 example
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Next 4 out of 16 QUESTIONS: (Develo
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Persister. They represent 10% of th
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See chapter on Employee Retention E
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The expected outcome: Quality trans
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Detailed Note Here is the note with
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Do you think about multiple ways to
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You allow everyone to win? Don't ge
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21 Initiative use case— SCHEDULE
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SCHEDULE & PRESENCE 6 out of 15 exa
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