Rounding for Outcomes

Como aumentar a retenção de funcionários e impulsionar a satisfação mais alta do paciente

A maioria dos funcionários não deixa uma organização devido a salário ou benefícios - ou mesmo porque desejam deixar o setor de saúde. Com muita frequência, os funcionários deixam sua organização porque têm um relacionamento ruim com seu supervisor. Os funcionários estão procurando um líder acessível que mostra apreciação e eficiência, oferecendo oportunidades de desenvolvimento profissional. A escassez de força de trabalho é uma questão de longo prazo na assistência médica. As the healthcare industry struggles with shortages, the most important way that executives can boost satisfaction for key groups such as nurses is to provide

Huron is the market leader ranked #1 in the Digital Rounding — 2023 Best in KLAS® report.

Understanding what employees want and how to give it to them — or explaining why it cannot be provided — has never been more important. Workforce shortages are a long-term issue in healthcare. As the healthcare industry struggles with shortages, the most important way that executives can boost satisfaction for key groups such as nurses is to provide support to adapt to organizational change.

Consistent and structured rounding on employees, physicians or other clinicians, and consumers helps build relationships that can result in improved engagement, loyalty and satisfaction. Essa prática de arredondamento para resultados ajuda os funcionários a sentir que têm um propósito, estão fazendo trabalho que vale a pena e estão fazendo a diferença. O resultado desse engajamento aprimorado é maior satisfação e lealdade dos funcionários e, em última análise, ajuda Atrair e reter funcionários de alto desempenho. Fique.

Just as rounding for outcomes has a positive impact on staff, rounding on patients also improves clinical outcomes, promotes patient safety, increases efficiency, raises patient satisfaction and decreases length of stay.

Rounding for outcomes is the consistent practice of asking specific questions of key stakeholders — leaders, employees, physicians and patients — to obtain actionable information. Just as physicians round on patients, senior leaders can round in their divisions, unit leaders can round on their staff, leaders can round on ancillary departments they serve, and nurse leaders can round on patients or direct reports.

Questions asked during rounding have several goals:

• Build relationships (e.g., “How is your family?” “Did your daughter graduate last week?”).
• Harvest “wins” to learn what is going well, what is working and who has been helpful (e.g., “Are there any physicians I need to recognize today?”).
• Identify process improvement areas (e.g., “What systems can be working better?”).
• Repair and monitor systems to ensure chronic issues have been resolved (e.g., “Do you have the tools and equipment to do your job?” or even more specifically: “How long did it take you to find an IV pump today?”).
• Ensure that key behavior standards in the organization are “hardwired” (or being consistently executed) to reward those who are following the standards and coach those who are not.

Relationship-building questions during rounding build communication at all levels of an organization because they demonstrate to employees that leaders care about them as people — one of the top indicators of a strong workplace.

Because employees tend to notice what is wrong or not working well — instead of what is right and working well — it is particularly important to build in processes that include asking questions that look for positive experiences.

Rounding provides an opportunity for leaders to collect and pass on recognition for clinicians and staff who have been helpful. This in turn creates increasing momentum for better service, higher retention and improved quality, all of which can lead to stronger financials and growth. Rounding also validates that key behaviors that promote a safe environment for patients are hardwired in the organization.

Desired behaviors for patient safety require consistent practice by all members of the healthcare team to be effective in preventing medical errors. Rounding on patients to validate that these practices have occurred — and then rewarding and recognizing the people who demonstrate these behaviors — helps drive consistent practice.

Identifying areas for process improvement (and consistent follow-up) demonstrates to employees that their leaders are leading by example and that they are committed to providing the tools and equipment to do the job in the most efficient way possible. For example, in an inpatient setting, hospital employees often spend their valuable time doing wasteful work, including inefficient shift-to-shift or departmental reports, locating equipment, and completing multiple forms for the same task. By identifying and preventing employee frustrations and delays, organizations increase staff productivity and communication, providing a quick return on investment by reducing inefficiencies.

It is critical that rounding is supported by tools and technology que torna o processo conveniente e eficiente para médicos e funcionários. Ao agregar dados de arredondamento em um local, líderes e médicos podem tomar decisões orientadas a dados que não apenas impulsionam a segurança do paciente, mas também melhoram a experiência geral para pacientes e funcionários. Huron recente

Receiving quality clinical care is a baseline expectation for patients. Recent Huron Pesquisa mostra que os pacientes não querem sentir que são apenas mais um número. Exemplos de arredondamento em ação incluem:

Rounding is a powerful way to shape the experience for patients and increase patient perception of care. Examples of rounding in action include:

• focando em experiências positivas. Diga “queremos garantir que você tenha muito cuidado aqui hoje. Informe -me se houver algo que você precise. Eu tenho tempo.” Instead of focusing on the negative by saying “Are you having any problems?” say “We want to ensure you get very good care here today. Please let me know if there is anything you need. I have time.”
• Construindo confiança introduzindo os conjuntos de habilidades da equipe. A confiança pode ser construída dizendo "Olá, Sr. Johnson. Sou Tina Smith, seu flebotomista. Quero que você saiba que executei esse procedimento 50 vezes por dia nos últimos 10 anos e fui especialmente treinado aqui nesta instalação". Ou: “Vejo que o Dr. Johnson é seu cardiologista. Você é tão feliz. Ele é um dos nossos melhores.” Help patients understand the quality of the care they are receiving by introducing staff skill sets and “managing up” physicians. Trust might be built by saying “Hello Mr. Johnson. I’m Tina Smith, your phlebotomist. I want you to know that I’ve performed this procedure 50 times a day for the past 10 years and have been specially trained here at this facility.” Or: “I see Dr. Johnson is your cardiologist. You’re so fortunate. He is one of our very best.”
• Pedindo feedback positivo. Ao perguntar "há alguém que eu possa reconhecer quem fez um bom trabalho para você?" Os líderes podem ajudar na criação de percepções positivas de atendimento aos pacientes. Ask the patient for names of staff members who have been helpful to them so you can collect and deliver these compliments personally. By asking “Is there anyone I might recognize who did a good job for you?” leaders can assist in creating positive perceptions of care for patients.
• Definir expectativas. Uma excelente sugestão visual para serviço e qualidade é uma face do relógio. Desenhe uma placa branca em salas de pacientes indicando quando você voltará. Isso é particularmente fundamental para o manejo da dor do paciente. O arredondamento eficaz dos pacientes diminuirá significativamente as luzes de chamada, criando mais tempo para a equipe lidar com emergências reais. Tell patients during rounding when you will return and then do so. An excellent visual cue for service and quality is a clock face. Draw on a white board in patient rooms indicating when you will return. This is particularly key for patient pain management. Effective rounding on patients will decrease call lights significantly, creating more time for staff to deal with real emergencies.