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Q&A: What should the hospitalist program consider in measuring patient satisfaction?

Hospitalist Leadership Connection, May 3, 2011

A: Measuring patient satisfaction is easier said than done. Keep in mind that external factors beyond the hospitalist’s control can affect the perception of quality. For example, hospitalists can measure quality by looking at patient satisfaction. But how do you drill down and design a tool to measure the patient’s satisfaction with his or her hospitalist? Studies have shown that patients admitted through the emergency department of the typical hospital will express 8–10% lower satisfaction than those admitted directly, according to a Phoenix Group meeting held in March 2008.

Patient satisfaction isn’t necessarily a good marker for quality. When patients are admitted through the emergency department, their fear level is generally high, making them more likely to be suspicious or critical of the care they receive. Conversely, most surgical patients have already been diagnosed and receive results soon after the event. There are often fewer “unknowns,” which generally leads to higher satisfaction scores. With a medicine patient, diagnostic tests may not present a confirmed diagnosis, and delaying tests may not present a confirmed diagnosis, delaying a real treatment plan. It is no wonder that these patients might be more inclined to express dissatisfaction.

To help quantify patient satisfaction, establish a patient satisfaction survey that gauges the patient’s feelings about hospitalist-specific issues. Assign a target response. For example, quality might be defined as when 90–95% of respondents rate the physician “good” or “excellent” over three or six months. Then, if the target is met, the physician qualifies for a quality bonus.

Patient satisfaction should be measured with a survey instrument designed specifically for hospitalists, providing an objective measurement tools for a subjective matter.

This week’s tip is from Practical Guide to Hospitalist Recruitment and Retention by Kirk Mathews, MBA, and foreword by John Nelson, MD, FACP, SFHM.

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