Experience Surveys: Satisfaction on Steroids Living/5B... · W. Edwards Deming (1900 – 1993) 9....
Transcript of Experience Surveys: Satisfaction on Steroids Living/5B... · W. Edwards Deming (1900 – 1993) 9....
9/26/2014
1
Experience Surveys: Satisfaction on Steroids
Panel
Rich De Jong, Chief Technology Office, SymbriaAnalytics
Paul Fabbi RN, Ed.D., Faculty Member, Olivet Nazarene University School of Business; former Director of Patient Centered Care for Presence Health
2
Participants will:
• Learn survey best practices and the outcomes that result
• Discover the differences between measuring experience and measuring satisfaction
• Understand the process of developing a valid, reliable, accurate survey tool
Objectives
3
9/26/2014
2
• Introduction
• Why we survey
• What we survey
• How we survey
• Summary
• Q&A
• Adjourn
Agenda
4
A
B
Which line is longer?
Young lady or old woman?
6
9/26/2014
3
Are we looking at a puzzle or a mystery?
Vs.
Data or intuition: Which is more useful?
• Data• Evidence
• Intuition• Judgment
Empirical Intuitive
“It is not enough to do your best; you must know what to do, and then do your best.”
W. Edwards Deming (1900 – 1993)
9
9/26/2014
4
Satisfaction versus
Experience
10
Satisfaction Versus Experience
11Source: Pine and Gilmore “The Experience Economy”
• Understand all audiences
• Alignment with vision and organizational direction
• Gain a rich, nuanced picture of your community
• Allocate limited resources to areas of greatest impact
• Actionable information
Why we survey
12
9/26/2014
5
Does your squeaky wheel get all the grease?
13
• Understand all audiences
• Alignment with vision and organizational direction
• Gain a rich, nuanced picture of your community
• Allocate limited resources to areas of greatest impact
• Actionable information
Why we survey
14
Organizational alignment
15
No Alignment
9/26/2014
6
Organizational alignment
16
No Alignment
SomeAlignment
Organizational alignment
17
No Alignment
SomeAlignment
Strategic Alignment
Organizational alignment
18
No Alignment
SomeAlignment
Strategic Alignment
Organizational Development
9/26/2014
7
• Understand all audiences
• Alignment with vision and organizational direction
• Gain a rich, nuanced picture of your community
• Allocate limited resources to areas of greatest impact
• Actionable information
Why we survey
19
Learning to look: The art of seeing
20
21
9/26/2014
8
Joshua C. Taylor (1957). Learning to Look: A handbook for the Visual Arts. Chicago, IL. The University of Chicago Press
22
Learning to Look
Subject Matter
Visual Form
Expressive Content
23
24
Madonna of the Rocks
(1452-1519)Italian scientist, inventor, artist
Leonardo da Vinci
9/26/2014
9
• Understand all audiences
• Alignment with vision and organizational direction
• Gain a rich, nuanced picture of your community
• Allocate limited resources to areas of greatest impact
• Actionable information
Why we survey
25
The Project Pipeline
26
Source: Lateralworks, Santa Clara, CA
• Understand all audiences
• Alignment with vision and organizational direction
• Gain a rich, nuanced picture of your community
• Allocate limited resources to areas of greatest impact
• Actionable information
Why we survey
27
9/26/2014
10
28
Conceptual FrameworkOrganizational Development in the Healthcare
Setting
+ =
29
Conceptual FrameworkOrganizational Development in the Healthcare
Setting
+ =
30
Conceptual FrameworkOrganizational Development in the Healthcare
Setting
+ =
9/26/2014
11
WHAT WE SURVEY
31
• Who is your target audience?
• What are you trying to understand?
• Satisfaction vs. experience
• What do your residents really want?
Is there such thing as too much information?
32
• Will they use electronic surveys?
• Will they be able to read the surveys in their current format?
• Are you asking the questions that make sense for this audience?
• Is this survey the appropriate length?
Who is your target audience?
33
9/26/2014
12
• Overall, I am satisfied with the care and services provided to me.
• The food tastes great.
• I am satisfied with staff.
• I am satisfied with my job.
There are differences between measuring satisfaction…
34
“I am satisfied with the care and services provided to me because this community feels a lot like home.”
• Experience is an enriched view of satisfaction
• Measuring experience helps determine what drives satisfaction?
And measuring experience
• Experience is a better measurement of perceived value
35
• Think to yourself what would you pay for a pair of wooden shoes?
• Are you visiting a place where these are collectable?
• Do you have another option for shoes to protect your feet?
• Are these the current standard for footwear?
What is the value of a pair of wooden shoes?
36
9/26/2014
13
• Understanding what drives resident satisfaction also drives success, but how can we be sure we truly know what our residents want?
• The average assisted living resident is already satisfied. (8.87/10)*
• 89% of all residents surveyed would recommend their community to others.*
What do residents really want?
37
HOW TOSURVEY
38
• Increase response rates
• Find out how likely someone is to recommend
• Determine key drivers
• How is everyone else doing?
Keys to surveying and understanding results
39
9/26/2014
14
Increasing your response rates
• Make sure the survey are anonymous
• Create incentive for completing surveys
• Explain how important their responses are to them
• Make it a part of another process
40
• Returns focus to resident/patient
• Avoid drowning in data and target critically important areas
• Make sure that data reported is meaningful
A reliable measure of likeliness to recommend
41
• About the NPS®
• Developed by Fred Reichheld in 2003, the NPS has become the leader in benchmarking survey data
• Other settings in which the NPS is used
• Has been adopted in almost all business settings, including healthcare, technology, financial, and retail settings
• Top 3 NPS in 2013 (USAA insurance/Bank; Costco; Apple)
• Why is the NPS so significant?
Net Promoter Score
42
9/26/2014
15
Calculating the NPS: Part 1
43
Calculating the NPS: Part 2
44
Calculating the NPS: Part 3
45
9/26/2014
16
NPS
??What do you think your community’s NPS would be?
Every organization has Net Promoter Score
46
• Determine items that correlate with overall satisfaction and likelihood to recommend
• Make sure correlations make logical sense
• Take some intuition out of understanding the results
Correlations are an important part of key drivers
47
• You can’t fix what can’t be controlled
• Know what you are good at
• Sharing the results can greatly impact the success of any survey process
• Marketing
The importance of benchmarking
48
9/26/2014
17
Even though it is correct, it may not be meaningful
49
What we’ve learned about:
• Survey best practices and the outcomes that result
• The differences between measuring experience and measuring satisfaction
• The process of developing a valid, reliable, accurate survey tool
Summary and conclusion
50
QUESTIONS
51