Who is the customer in customer service?

Coming from the perspective of a staff physical therapist, fresh out of PT school delivering patient care, figuring out who my customers were always seemed like an easy question for me to answer. My patients were my customers.

Roles and titles changed over the years, and with more managerial responsibilities, I quickly realized there were more customers than just the patients we were treating in the clinic. Customer service affected not only the patients, but also the other customers involved during the episode of care, including the patients’ referral sources and insurance providers.

The common denominator connecting all these customers was always the one patient passing through the continuum of care.

It’s a positive feedback loop. A patient receiving great customer service in any post-acute care setting within the continuum is the catalyst for providing great customer service to the referral source and to the payer. The trick is to realize that customer service involves not only the clinical care the patient receives, but all the business office transactions with the referral source and with the payer as well.

Driving customer service with a content service platform

As hospital systems continue to build preferred networks across the continuum, post-acute care benchmarks revolve around data supporting improved clinical outcomes within a preferred length of stay. You must maintain patient satisfaction while attempting to control the average cost per episode of care across all clinical settings.

That’s where a content services approach can help. And the first step is to capture information, documents and images electronically.

The next step is to utilize powerful business process management (BPM) automation. Using BPM automation to improve the tasks around the transitions of care improves the customer service for the patient, referral source and the payer. Improving collaboration, care coordination and continuity of care during the transition of care is an important goal and may improve all KPIs and Five-Star Quality Ratings.

Simply put, utilizing BPM tools streamlines processes to create new efficiencies and makes completion of tasks accountable. This liberates employees from the time-consuming clerical tasks of working with the cost-prohibiting paper trail necessary within old business processes.

BPM does this by:

  • Automating repetitive tasks
  • Managing rudimentary processing
  • Handling process logistics

Improving continuity of care across the continuum

Business process management creates time for administrative employees to direct efforts to more meaningful work, such as collaborating more closely with referral sources to create a seamless transition of care. Utilizing BPM also relieves clinicians from clerical tasks and creates more time for care coordination and patient care delivery.

A seamless transition of care should decrease emergency room visits and improve readmission rates. But the impact doesn’t end there.

A few other benefits of improved customer service to consider include:

  • Better relationships with referral sources – improves collaboration and care coordination
  • Better delivery of patient care – improves clinical outcomes
  • Decreasing the ALOS per episode of care – improves patient satisfaction

Learn more June 19 @ 2 p.m. EST

The transition of care needs to be efficient and accountable. To learn how to establish these tenets, join us for an informative webinar, Leveraging a Content Services Platform to Become a Preferred Provider in the Continuum of Care on June 19 at 2 p.m. EST.

During the webinar, we will be discussing the time-saving BPM automation of necessary tasks like insurance verification, prior authorization requests and medical records reviews needed prior to agreeing to admit a patient into any post-acute care setting. The goal is to help acute care, post-acute care and payer customers make better decisions faster.

#HylandHealthcare is improving the continuum of care, let us show you how.

Scott Magers

Scott Magers

As the Account Manager of Post-Acute Care for Hyland, Scott Magers PT, MBA brings more than 20 years of experience in outpatient physical therapy, home health care and most recently in skilled nursing facilities. He has served on many collaborative committees between hospitals and post-acute care (PAC) organizations seeking best practice for transfer of care, care coordination and collaboration. His goal is to share these experiences and build on the OnBase platform to showcase the power of enterprise content management (ECM), business process management (BPM) and records management to help PAC providers automate paper-based processes to improve efficiencies, quality of care, and patient outcomes.

Leave a Reply

Your email address will not be published. Required fields are marked *

You may also like...