(AP) New York. CNN reported that Patient Relationship Management (PRM) and Patient Experience Management (PEM) died. Services will be held next Monday at Dunkin Donuts. Patients are asked not to attend, but instead to forward their complaints to Rosie O’Donnell.
PRM is what hospitals tend to use; it measures against their standards. It is a push model. PEM is what patients tend to use; it is a pull model.
A fellow, David Phillips, wrote, “Relationships should be considered part of the intrinsic value of the corporation”—he is an auditor. A group of PhDs who concluded that the six components for measuring relationships include; mutuality, trust, commitment, satisfaction, exchange relationship, and communal relationship. I feel better just knowing that.
Patient Relationship Management—PRM. I hate being the one to break the news but, PRM is dead. I didn’t kill it. It’s dead because it never existed. Relationship Management. Who is actually measuring a relationship? What unit of measure do you use to measure a relationship? Inches, foot-pounds, torque? PRM carcasses are strewn about. You can’t manage what you can’t or don’t measure.
“What are you talking about?” She hollered. “We measure. We measure everything. If it’s got an acronym, we’ve got a measure for it. KPIs. CSFs. ACD. IVR. ATT. AHT. Hold time. Abandonments. Churn.”
Just because something is being measured, it doesn’t mean that the measure has anything to do with the desired outcome. Nobody has a single quantifiable metric that precisely points to the health of an individual patient relationship. Seems silly? No sillier than really believing you have an ability to manage something as ephemeral and esoteric as relationships.
Just how good are those relationships everyone thinks they’ve been managing? Five percent higher than last month? Down three percent over plan? Permit me a brief awkward segue. Joseph Stalin said, “One death is a tragedy, one million deaths are a statistic.” The point is that scale matters—a great deal. One death versus a million. One patient interaction versus millions. It makes a difference. The things we do that impact patient experiences impact patients individually, one patient at a time.
PRM metrics in use at hospitals apply to patients—plural. PRM metrics are benchmarks and averages—patients aren’t. Hospitals measure against the masses, against the pool of patients. The patient mass does not churn, does not leave your hospital, does not ask to speak to a supervisor. Consider a patient, not a single metric. Not a single measure in your hospital accurately depicts the success or failure of that patient’s experience.
So, what’s a hospital to do? Stop trying to manage your hospital’s performance by managing relationships. Here’s what you can do, manage your hospital using things you can measure. Once you can measure it you can manage it. A hospital can start by defining metrics for the following;
Patient Referral Management—how many patients came via referral?
Patient Resolution Management—how many patient problems were fixed?
Patient Recovery Management—how many patients did you win back?
Patient Retention Management—how many patients did you prevent from going elsewhere?
If you are the CIO, show the VP of Operations your ideas for tracking the answers to these questions. This is step one to having a real PEM program. If you are really serious about having a patient experience management program, change the word “experience” to the word “equity.” Patient Equity Management—all of a sudden you have something worth talking about.