Sample Solution
To improve patient satisfaction in support of excellence always, I believe it is important to ensure that patients receive the best care possible. This includes being attentive and providing thorough explanations during appointments, ensuring that the patient’s needs are heard, respected, and addressed. Additionally, it includes staying up-to-date on current trends in healthcare so that I can provide evidence-based practices to my patients. Furthermore, I would strive to create a warm and welcoming environment where it was clear that the care provided was tailored to each individual patient’s specific needs
In addition to providing excellent medical care and creating a positive experience for my patients, there are other ways I can demonstrate excellence in my job duties. For example, I can take extra time when entering information into their electronic health records (EHR) systems or use additional communication strategies such as phone calls or emails outside of office visits to check in with them on their progress or provide further education about their conditions. Furthering these efforts of improving patient care outcomes could also be done through participation in research initiatives which help update our protocols based on new findings from similar cases around the world (American Medical Association [AMA], 2019).
Finally, fostering an atmosphere of mutual respect between myself and my patients will go a long way towards improving patient satisfaction as well as reinforcing trust between both parties involved. This can be done by communicating clearly throughout all stages of treatment—from diagnosis and explanation through post-treatment follow up—in order for them feel comfortable asking questions if they arise (AMA, 2019).
As discussed by Bottazzo (2005), a company’s employees are one of its main groups of potential stakeholders. As a result, the satisfaction of employees is considered equal to the satisfaction of customers and shareholders, becoming an important element of an organisation’s strategic mission. This has created a paradigm shift of internal communication from one-way informing of employees, to a two-way communication with the inclusion of training, education and motivation.
The goal of internal communication is to achieve employee-company advocacy, with workers buying into the missions and values of the organisation and reflect those to other potential stakeholders. Therefore it’s necessary for Recticel to maintain the use of different platforms for everyday communication, including email, telephone, webinars and Skype – which allows a range of users to ‘dial in’ to a meeting and share computer screens. For a multi-national company, well-rounded communication from management is crucial – to offer information, support and a sense of community for plants that cannot be supported through emails or phone calls alone (Pinsky, 2015).
Recticel address this through an internal intranet system, RICK (Recticel Intranet Centre of Knowledge). RICK contains all of the documents, training and support required by individual plants to help run their business successfully. In a manufacturing environment, changes can take place rapidly – this method of instantaneous communication will assist individual plants to sync their business activities.
RICK boosts the company’s efforts of ‘on boarding’ – the introduction of new employees to the company. In a company of this size, the automation of an on boarding programme streamlines talent management initiatives and improves productivity long term. A personalised level of access to the intranet system facilitates a steady flow of well-timed information to new employees (Friedmann, 2012). There are instances where automation in the ‘on boarding’ and communication processes have their disadvantages. In large manufacturing companies like Recticel, where most employees work the assembly line rather than at a desk, not all employees have the same access to information and training.
