Improving The Patient Experience : The Beryl Institute

Many healthcare leaders are advocates for, and believe that patient engagement and experience has gained true importance and value in improving healthcare quality, it has easily become the ‘heart’ of the core definition of ‘quality care’. It is clear that patients are able to provide expertise beyond generic feedback on ways of improving the patient experience.

Improve employee relations by allowing lower medical staff to have their ideas brought to the hospital’s board of trustees.

Mr. Harris expressed to me the key factors in being successful in his workplace. He stated that the employees should think about the patients first and make the quality of their care the first priority. To be unsuccessful in his clinic, he states that employees would not take pride in their job and not care about the quality of their work. He expressed to me that a manager should most importantly succeed in having open communication with all employees and stakeholders. Keeping an open line of communication with employees makes for a positive workplace environment. Harris explained that this can be done by checking in with them often to make sure the employees aren 't having any issues and are satisfied with the staff’s work. He also interprets that you should let them know that you are always available for them if issues or questions arise.

The staff employed in a medical facility depends on many things to keep the quality of patient care in the positive and efficient. Physicians and nursing need the current and most

Working in health and social care staff care for others and they should expect to be cared for at work. A good manager can create a workforce community culture where talented staff are valued and retained. A positive culture within a team promotes a positive outcome for the service users.

Fitzgerald et al (2013), described service improvement as ‘…a planned and targeted effort to improve patient-facing outcomes from a service…’. The key message in this is that the effort of service improvement should be both ‘planned’ and ‘targeted’ to a specific audience, as well as provide an improvement in the outcomes for a patient. Without a targeted, specific improvement for patients, the focus of a service improvement proposal is lost, and little value or quality is gained from the change.

One thing is for certain, I listen and encourage the nurses’ inputs and opinions when it comes to changes regarding the department. I empower the nurses to have their voices heard and their actions be seen throughout the company and give credit where credit is due. I also encourage them to be better nurses and utilize their skills to the max, i.e. applying their rehabilitative nursing certification through trainings throughout the company.

They also have extensive staff training programmes and teambuilding workshops in place to guarantee the quality of care is to the adequate standard across the board. Management that exhibit the values and principles of the company and lead in a way that promotes positivity and gains results. Teamwork; this is vital to a functioning organisation, communication is key to successful teamwork. Safeguarding and protection; the organisation has policies and procedures in place to protect

operate as a service provider. From this I will be able to gain a greater understanding of patient care. This collaboration between disciplines and the resulting improvement for the patient was identified by Hill (2006). Since I have started working within the NHS over the last year, I have had more opportunities to work with members of different professions both in the NHS and voluntary sector. This experience has helped me develop a better understanding of how patient care is made up of a multitude of smaller parts.

Ensure staff are consulted and encouraged to contribute ideas on improvements to the delivery of their own professional area. Promote an open and honest working environment. Encourage communication between specialists and practitioners within the company to examine results, issues and identify solutions.

My approach to managing and developing a staff primarily focuses on three areas. First, it is important the organization has a strong appraisal process in place to support staff members. Although annual performance reports have been the industry norm, I would implement quarterly checkpoints to ensure that staff members were not surprised by their annual ratings. Second, in order for Mercy to continue to provide outstanding healthcare to its patients there must be an investment in continual training for its staff members. This would include conducting a skills assessment on a regular basis to identify areas for improvement. Finally, I believe that Mercy has responsibility to meet the various needs of its staff members. These needs are eloquently addressed in Maslow’s Hierarchy of Needs. These needs include Physiological needs, Safety needs, Love and belonging, Esteem, and Self-actualization.

Having the right structure and the right staff in a private or public institution is one of the most clever techniques a CEO, a board or an administrator can do at the moment of managing a Healthcare facility. We live in a business world where companies with good management can grow and fulfill their mission in a short period of time by their good reputation, but also a society where companies not fully developed and without a well-established system can go out of business in a blink of an eye. In this presentation, we will explore how important it is for an institution to have diversity, organization and most important, qualified staff to provide great service to the community. Providing a pleasant atmosphere at the workplace

We reach beyond our walls to engage in partnerships that improve the education and healthcare needs of our community. We invest in the community by continually improving services and broadening our spectrum of care.

Overall, improved experience represented by high levels of patients’ centered care has resulted in improved patients’ satisfaction. Professionalism, respect, empathy and support are parts and parcel of the process

The ward attendant is getting resistance from co-workers to implement change. They feel that the patients are too unstable to have a voice in decision making. The ward attendant has officially become a “change agent” (Mandell & Schram, pg. 473). A change agent must “use their skills to bring about change in an unhealthy agency either