Using Skills Labs to Improve the Patient Experience · Rounding, Thank You Notes, Employee Selection, Pre and Post Phone Calls, Key Words at Key Times , Hourly RoundingSM M in the

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization

Using Skills Labs to Improve the

Patient Experience

Presented By: Jennifer A. O’Neill DNP, APN, NEA-BC

Vice President and Chief Nursing Officer

Saint Barnabas Medical Center


• Understand the difference between coaching vs

cheerleading

• Learn the ‘support-coach-support’ method for

immediate improvement

• Describe the various methods of skills labs used to

achieve results

• Understand the process of validation through direct

observation and standardized checklists

2

Learning Objectives:


About Us


• RWJBarnabas Health

• 597 licensed beds

• Located Livingston, New Jersey

• Leapfrog Top Hospital Grade A

• Certified Burn Center

• Kidney Transplant program

• Studer Group Healthcare Organization of the

Month, May 2016

• Unionized environment

4



Our Mission

5


6

Our Mission


Studer Group Engagement


8

Unit: Overall Q1 Q2 Q3 Q4 2012 YTD

1. Rate the Hospital 0-1014 12 22 21 17

a. Recommend the Hospital49 32 43 47 43

2. Communication with Nurses 7 8 8 19 9

3. Response of Hospital Staff 32 10 10 16 12

4. Communication with Doctors 47 20 28 45 32

5. Hospital Environment21 20 31 28 25

a. Cleanliness of Hospital Environment23 23 24 28 24

b. Quietness of Hospital Environment27 25 40 34 31

6. Pain Management93 18 18 38 26

7. Communications About Medicines1 10 14 30 19

8. Discharge Information96 19 6 13 9

n= 670 882 823 806 3181

Total Top Box > 75th percentile 2/8 0/8 0/8 0/8 0/8

SBMC In Patient HCAHPS: Green = > 75th percentile, Yellow = > 50th percentile, Red = < 50th Percentile


Evidenced-Based Leadership


Execution Framework: Evidence-Based LeadershipSM

10

LEADER EVALUATIONImplement an organization-wide

leadership evaluation system to

hardwire objective accountability

LEADER DEVELOPMENTCreate process to assist leaders in

developing skills and leadership

competencies necessary to attain

desired results

MUST HAVES®

Rounding, Thank You Notes, Employee

Selection, Pre and Post Phone Calls, Key

Words at Key Times , Hourly RoundingSM

M in the BoxSM

Nurse leader rounds, Bedside report (BSR)

PERFORMANCE GAPRe-recruit high and middle performers,

Move low performers up or out

STANDARDIZATIONAgendas by pillar, peer interviewing, 30/90 day

sessions, pillar goals

ACCELERATORSLeader Evaluation Manager®

Validation MatrixSM

Provider Feedback SystemSM

Studer Group Rounding

Patient Call ManagerTM


Our Journey

11


• M in the BoxSM –July 2013

• Patient Call ManagerSM July 2013

• Nurse Leader Rounds July 2013

• Bedside Report (BSR) June 2014

• Hourly RoundingSM September 2015

Evidenced- Based Tactics


Coaching vs Cheerleading


14

Coaching vs. Cheerleading


• Coaching

• Managing

• Appreciative Inquiry

• Cheerleading

15

Coaching vs Cheerleading


• Reward and Recognition

• Support-Coach-Support (S-C-S)

• DESK

• Describe

• Evaluate

• Show

• Know the consequences

Studer Group®

16

Coaching tactics


Coaching Continuum

Position as Role Model

Recognize3:1

ReinforcePositive

Behavior

InvestmentCoaching-

ExpectationsCoaching

Correctiveaction

Support Coach Support DESKRe-Recruit


Simulation


• Focused Training

• Simulation Labs

• Skills Labs

• Live videotaping

• Photographs

Simulation


20

Simulation Lab


21


22


23

102


24


25


Validation


• Protected Nurse Leader time

• 7a- 11a daily

• Checklists

• Bedside Report

• Hourly RoundingSM

• Rounding by Assignment

• PCMSM

• Submission to CNO weekly reports

• Action plans for low performing areas

• Monthly

27

Validation


28

Staff Competency Checklist

Date

Day Staff A U S N A U S N A U S N A U S N A U S N

Pain M in the box BSR RBA RWI


29


Results


31


32


33


34


35


36


37

Unit: Overall Q1 Q2 Q3 Q4 2012 YTD

1. Rate the Hospital 0-1014 12 22 21 17

a. Recommend the Hospital49 32 43 47 43

2. Communication with Nurses 7 8 8 19 9

3. Response of Hospital Staff 32 10 10 16 12

4. Communication with Doctors 47 20 28 45 32

5. Hospital Environment21 20 31 28 25

a. Cleanliness of Hospital Environment23 23 24 28 24

b. Quietness of Hospital Environment27 25 40 34 31

6. Pain Management93 18 18 38 26

7. Communications About Medicines1 10 14 30 19

8. Discharge Information96 19 6 13 9

n= 670 882 823 806 3181

Total Top Box > 75th percentile 2/8 0/8 0/8 0/8 0/8



38

Unit: Overall YTD 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 YTD 2016

1. Rate the Hospital 0-10 40 33 48 49 64 57

a. Recommend the Hospital 64 60 71 75 61 71

2. Communication with Nurses 58 55 66 69 75 73

3. Response of Hospital Staff 29 29 32 42 52 48

4. Communication with Doctors 42 44 40 65 57 68

5. Hospital Environment 38 48 34 48 67 57

a. Cleanliness of Hospital Environment 42 46 41 53 62 55

b. Quietness of Hospital Environment 40 48 34 45 66 52

6. Pain Management 74 82 79 90 90 91

7. Communications About Medicines 86 88 86 89 85 90

8. Discharge Information 61 69 56 67 34 58

9. Transitions 50 58 63 54 64 59

n= 3,111 757 738 763 332 1095



Lessons Learned


• Focus on one tactic

• Learning styles of leaders

• Individualized coaching plan

• Focus on developing staff

• Appreciative inquiry

• Time management

• Validation is KEY to sustainability

• Consistency

• Reward and Recognition

40

Lessons Learned


Words that drive compliance in hospitals

41

Mandatory

98%

Required

69%

Expected

26%

Set Performance Expectations Carefully


‘You must be passionate, you must

dedicate yourself, and you must be

relentless in the pursuit of your goals. If

you do, you will be successful.’

- Steve Garvey

42

Slide 43

Thank You!

Jennifer A. O’Neill DNP, APN, NEA-BC

Vice President and Chief Nursing Officer


[email protected]

973-322-2318

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Photo Here

mailto:[email protected]

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Using Skills Labs to Improve the Patient Experience · Rounding, Thank You Notes, Employee Selection, Pre and Post Phone Calls, Key Words at Key Times , Hourly RoundingSM M in the