Coffee Break Boost - My InnerView Inc...9/18/2012 1 Coffee Break Boost Get the Buzz on Your Data...

9/18/2012

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Coffee Break Boost Get the Buzz on Your Data

Provided by My InnerView/OCS Education E-Learning Network

Confidential– For My InnerView Client Use Only

My InnerView Monthly Q&A Session

September 18, 2012

Conference Phone Number: (800) 708-6791

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Agenda

� Welcome

� Monthly Q&A calls

� Improving Your Leadership Skills Part VI –

Delivering What Matters Most

� Frequently Asked Questions

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Introductions

� Mary Tellis-Nayak, RN, MSN, MPH

– VP, Quality Initiatives/Strategic Advisor

� Shannon Oborny

• Client Service Manager

� Karen Smith

– Program Development Manager


SharingKnowledge

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Sharing knowledgeand teaching employees

the “business” of the businessis the key to building understanding

Share the “why” behind the “what”

The more employees see the overall vision for

your organization, the more they will accept and

support the plans necessary

to achieve that vision


� Show the team how all the pieces of

the picture fit together

� Demonstrate how the team makes

a difference to the customer

� Teach employees the vital signs of

the business

How does one share knowledge?

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� Tear down the walls between

departments

� Show the teams the contributions each

discipline makes to the organization

� Employee Awareness Day

– Every department conducts a workshop

to explain what they do how it fits into

the big picture

Show the team how all the pieces of the

picture fit together


� Using family and resident satisfaction surveys, the management shares and discusses this information with staff

� Staff participate in exploring ways to address the concerns of family and resident

� Staff participate in focus groups and customer forums to hear first hand of their concerns and issues

Demonstrate how the team makes a

difference to the customer

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� Managers who invest the time to teach

their employees the critical numbers of

the business will reap the rewards of

greater understanding and increased

productivity

Teach employees the vital signs of

the business


� Before each shift, teams meet for 10 minutes to share critical information

� Each employee receives a small packet with the day’s vital information

– Projected hotel occupancy

– A list of VIP guests and their preferences

– Special conference/meeting needs

– A motivational principle of the day

� These meeting ensure that everyone is in touch with the critical numbers and knows how they impact customer satisfaction

Ritz Carlton – a case study

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EXERCISE

� List the 10 (or more) most important

pieces of data that are essential to you to

be successful in leading a long-term care

organization

� Which of these do you think are important

to share with your staff?

– WHY?


Important numbers for LTC

Residents/Families Employees

Occupancy by category Stability of staff

Discharges to hospital/home Turnover of staff

Satisfaction with care/services Employee satisfaction

Satisfaction for short-stay residents Employee commitment

Satisfaction with admission process New hire satisfaction (first 3 months)

Falls Length of orientation

Weight loss New residents and their needs/desires

Medicare/Medicaid Discharges to home/hospital/death

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What do our Residents Want?


AN EXERCISE:

What

Matters Most

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Quadrant Analysis: TWO KEY CONCEPTS

1. How staff, residents and family rate your care and services

Your average score on each item (1 – 4):

“Poor” “Fair” “Good” “Excellent”

Rank order all items by average score (1 – 100):

Lowest to highest ranking score

2. How much each item influences staff, residents and family to recommend to others

Correlate each item with “Recommendation (0 – 1):

No correlation to strongest correlation

Rank order all items by correlational strength (1 – 100):

Lowest to highest ranking correlation


1 ----- Lowest to highest ranking correlation ------ 100

Su

cce

sse

s

You have little control over

employee expectations

Yo

u c

an

me

et

em

plo

ye

e e

xp

ect

ati

on

s

C.

Secondary

opportunities

D.

Primary

opportunities

B.

Primary

strengths

A.

Secondary

strengths

Ch

all

en

ge

s

1 -

Low

est

to

hig

he

st r

an

kin

g s

core

-1

00

Recommendation

Item Item score

Quadrant and Action Priorities

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Skilled Nursing Resident & Family

Survey Questions

1 Choices/preferences 12 Attention to resident grooming

2 Respectfulness of staff 13 Commitment to family updates

3 Respect for privacy 14 Competency of staff

4 Resident-to-resident friendships 15 Care (concern) of staff

5 Resident-to-staff friendships 16 Responsiveness of management

6 Meaningfulness of activities 17 Safety of facility

7 Religious/spiritual opportunities 18 Security of personal belongings

8 Quality of RN/LVN/LPN care 19 Cleanliness of premises

9 Quality of CNA/NA care 20 Quality of meals

10 Quality of rehabilitation therapy 21 Quality of dining experience

11 Adequate staff to meet needs 22 Quality of laundry services


Voice of Residents and

Family Members

SKILLED NURSING

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Care (concern)of staff

Competencyof staff

Choices/preferences

Nursing(RN/LVN/LPN)

care

Management responsiveness

Respectfulness of staff

Safety of facility

Nursing assistant (CNA/NA) care

Resident/Family updates

Resident-to-staff friendships

NATION’S RESIDENTS SAY:


NATION’S FAMILIES SAY:


Competencyof staff

Nursing(RN/LVN/LPN)

care

Nursing Assistant(CNA/NA)

care

Respectfulness of staff

Choices/preferences

Safety of facility

Responsiveness of management

Adequate staff to meet needs

Attention to resident grooming

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“Honey,

I’ve been through 2 world wars,

the Great Depression,

taught 3,297 children,

administered 4 elementary schools,

and outlived every pastor I worked with.

I’m 89 years old.

And YOU are telling

ME it’s bedtime?”


NATION’S RESIDENT

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NATION’S FAMILY


20

1

17

13

2

A B

C D

SECONDARY STRENGTHS

SECONDARY OPPORTUNITIES

PRIMARY STRENGTHS

PRIMARY OPPORTUNITIES

16

4

7

10

3

19

8

15

145

12

9

21

2218

6

FAMILYRESIDENT

11

20

1

17

13

2

16

47

10

3

19

8

1514

5

12

9

2122

18

6

11

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SECONDARY STRENGTHS

Safetyof facility

Competencyof staff


Respectfulnessof staff

17

2

A BPRIMARY STRENGTHS

15

14

17

2

1514

RN care8 8

FAMILYRESIDENT


CNA care

D


9

Commitment tofamily updates

Resident-to-staff friendships

13

A B

SECONDARY STRENGTHS P

RIMARY STRENGTHS

135

95

FAMILYRESIDENT

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www.nationalresearch.comD

Responsiveness of management

Choices/preferences

1

CSECONDARY OPPORTUNITIES P

RIMARY OPPORTUNITIES

16

1

16

FAMILYRESIDENT



Quality ofdining experience

Adequatestaff

Cleanlinessof premises

Residentgrooming

19

A

SECONDARY STRENGTHS

C D

SECONDARY OPPORTUNITIES

12

2111

19

1221

11

FAMILYRESIDENT

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“I hope for the day when everyone who lives in any long-term care situation knows there is someone waiting for him or her each morning after the journey of sleep one takes each night.

“And I yearn for the day when each staff person — most especially CNAs — know that there are people who are waiting for a morning greeting, interested in learning how the CNA fared in the hours they were apart.” CARTER WILLIAMS

The elderly orangutan was in a rescue and not doing well. This old hound wandered in absolutely emaciated and the orangutan snapped to.

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He stayed with the hound night and day until he was well and in the whole scenario, found a reason to live. They are now inseparable.

IT’S ALL ABOUT RELATIONSHIPS

It is the compassionate connection between a caregiver and a resident that elevates common courtesy into something more tender and unforgettable than good, routine care

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When you don’t

remember

anything,

you’re satisfied!

Loyalty is generated by memorable thingsthat happen that we didn’t expect

What if Winniethe Pooh had been in a bad mood?

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� Though it takes somebody doing

something special beyond what is

expected, it doesn’t take everybody

doing something special all the time

� It takes only one brief experience on only

one day of a stay to determine

dissatisfaction or loyalty

The Law of Memorable Events


� Satisfaction and loyalty are not won on field

of best clinical quality

– Clinical and process outcomes is not where

battle for consumer’s mind is being waged

� Residents judge their experience by the

way they are treated as a person, not by

how they are treated for their disease

� Perceptions of personal treatment are more

highly correlated than clinical competence

Understanding the patient’s mind

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Loyalty

comes from

compassion

What words on comment cards madethe patients love the staff?


If one were to pick out the

synonyms for compassion,

there is an amazing

consistency in the qualities that

have the greatest impact

on patient loyalty

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There is no human relationship more intimatethan that of nurse and patient…..


“Competence”

synonyms

were the

least mentioned

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Courtesy

and competency

are expected

Doing what is expected does not earn unsolicited raves


Loyalty

is often expressed

because of the

actions of

one nurse or CNA

on one shift!

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What can I do to improve the quality

of life for my residents?


Compassion,

caring,

comforting and

kindness —

these make up

the bulk of the

adjectives linked

to loyalty … they

are all rooted in

empathy

The capacity for empathy is “the ability to

share in another’s emotions or

feelings”

When people receive empathy, they feel loved

and cared about

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For long-term care not to teach the role of empathy, or inspire compassion, is a colossal omission, because empathy

has the capacity to heal by its effect on stress, and compassion is the primary influence behind patient loyalty.


The nursing

home:

The nursing

home:

• lowest status age group

• loss of health, roles, home

• dependent, frail

• powerless to change

• weakest social class

• lowest social status job

• least paid, least autonomy

• powerless to change?How do DON and Administrator generate quality of li fe?

where two

worlds meet

where two

worlds meet

CNAsResidents

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The cradle of quality

=

Resident’s world = The CNA

• 90% of personal care

• 6 times as an RN

• 5 times as an LPN

Q of life = CNAs relationship

CNAs significant world =

The Nursing Home

• 50% of waking hours

• 90% economic support

• significant social bonding

• self image, self respect

Q of life = NH relationships

Resident CNA

interaction


How do you show you

care about your

employees?

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The biggest investment is TIME

1. Schedule time to focus on

employee development

6. Remember birthdays and

service anniversaries

2. Ask about interests outside of

work

7. Support employees in

times of crisis

3. Treat everyone with respect and

dignity

8. Be available when people need

you

4. Say “thank you”9. Help co-workers become more

effective

5. Get employees involved and ask

for their opinion

10. Surround good people with

other good people


Employees need to know how the

team is doing

� People want to be part of a winning team

� People want to know their contributions

make a difference

� The more emphasis you place on

teamwork, the more accountability team

members will feel and the more

collaboration will occur

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Walkingthe Talk


� Only 14% of employees said they

had a positive role model at work

� 86% couldn’t identify even one person

at work they wanted to emulate!

Survey results

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� The principal method of communication in most organizations is the observation of other people’s behavior

� People follow people and as the leader, they are following YOU

� Everything you do and say is being watched and evaluated

� You are always leading

� Everything you do counts

The responsibilities of leaders to

“walk the talk”


The responsibilities of leaders to

“walk the talk”

� Your influence is constant

� You lead by what you do

� You work in a “fish bowl”

� You don’t get to pick and choose what

attitudes or behaviors you want to

count – everything counts

� You can NEVER not LEAD

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The enemies of leading by example

� Haziness – Acting and reacting without thinking

� Greed – The drive to acquire or possess

more and more in one’s self-interest

� Speed – The motivation to cut corners in

response to the “warp speed” of business

� Laziness – Taking the path of least effort and resistance


CASE STUDY: A Fortune 100 company

� An interdepartmental team worked diligently week after week to clarify their corporate values

� Tens of thousands of dollars were spent marketing the values internally– Posters were printed

– Screensavers developed

– Mouse pads created

– Coffee cups imprinted

� What company is this??????

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CASE STUDY: A Fortune 100 company

� Values were highlighted in the annual report

� Values were communicated to all employees

� Everywhere you went you could see thecorporate values

– R Respect

– I Integrity

– C Compassion

– E Excellence

� The company was ______________


The importance of follow-up:

Leadership Calendar

� Mark 12 different days on your calendar spread out over 8 months

� After the end of that day, write down some leadership behavior that you exercised during the previous period (or that day)

� Ask yourself:– How did I feel about my action or behavior?

– How does this action or behavior jive with what I know about leadership best practices?

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Frequently Asked Questions


Ordering Surveys

Q: When I order surveys, why does it take 5

days for MIV to mail?

A: Surveys customized per facility

– Printed with facility names

– Printed with individual barcodes

• Allows MIV to scan completed surveys into correct

facility within our database (example below)

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Response Rates – SNF Surveys

Q: What are the national averages for

response rates for SNF Surveys?

A: 2011 National Report shows averages for

SNF Surveys are:

– Family = 41%

– Resident = 59%

– Employee = 65%


Response Rates – SNF Surveys

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Response Rates – ALF Surveys

Q: What are the national averages for

response rates for ALF Surveys?

A: 2011 National Report shows averages

for ALF Surveys are:

– Family = 46%

– Resident = 60%

– Employee = 64%


Response Rates – ALF Surveys

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Peer Groups

Q: What Peer Group are available for me to

benchmark against?


Peer Groups

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Peer Groups

Q: Why is the size of my peer group

smaller/larger now than it was when I built

the report last month?

A:

• Reports compare you to active, like

facilities

• Reports update to include the past 365

days only!


Peer Groups

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Contact Us:

My InnerView Client Services:Email: [email protected]: (800) 601-3884

Strategic AdvisorsEmail: [email protected]


National Research Corporationis listed as #1 among the largest

patient-satisfaction firms in the U.S.

according to Modern Healthcare.

Coffee Break Boost - My InnerView Inc...9/18/2012 1 Coffee Break Boost Get the Buzz on Your Data...

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