So, you've conducted an Employee Opinion Survey. How can you put the information into action to create and excellent workplace? Now, in the latest webinar in The Jackson Organization's Knowledge Network series, you'll have the opportunity to discover: how employees respond to survey information, share the results in the most effective manner, facilitate productive meetings, build a team-based approach to solving identified problems, and create a system of accountability for improving the culture. Presented by Senior Vice President, Lloyd Berry, you'll see how action planning can have an incredible impact on the organizational culture and financial performance of your hospital.

Date: August 17, 2006
Time: 2:00-3:00 ET
Forum: Online webinar
Cost: $99 per facility – the number of participants is unlimited -- Clients save $50 and pay only $49! Email us at info@jacksonorganization.com for the special client invitation code.

Over the past three years, The Jackson Organization has conducted surveys with more than 750,000 inpatients at hospitals across the United States. In these surveys, inpatients were asked a subset of 60 questions relating to the quality of care provided by the hospitals. The Jackson Organization has not only identified the top performance measures associated with overall patient satisfaction, but also shows the details of hospitals’ performance for each attribute. Not surprisingly, each of the top three attributes shown to drive patient satisfaction scores is driven by your nursing staff.

“When conducting employee satisfaction surveys, many of our employees are concerned about confidentiality and have asked why our survey asks for demographic information, such as gender, age, and race. Could you help explain this to them?”

Many research vendors say their call centers are the best place to work, but growth and turnover numbers are hard to fudge. A recent benchmarking study of call centers by the Purdue University Center for Customer-Driven Quality found that call centers typically have turnover rates in excess of 30%, with some industries exceeding 180% annually.

The Jackson Organization? The voluntary turnover rate for our interviewers is less than ten percent annually! Our new state-of-the-art call center in our headquarters was not only structurally designed to meet the specific environmental needs of our interviewers, but also culturally designed to attract and retain the best and brightest. “I absolutely love working here. This place recognizes excellence constantly, provides us with great technology, and gives everyone here the opportunity to do work that is truly worthwhile,” said Candice Calleri, a top performing interviewer for The Jackson Organization.

What does this mean for our clients? With such high retention of the best and brightest, surveys will be conducted by highly trained and highly experienced interviewers. “We do around 30,000 completed surveys each month, and about four times that number in overall phone calls—and even with this volume of calls, our interviewer complaint rate is only .01% a month (where the patient/respondent is critical of the interviewer), and this is in spite of all the justified paranoia out there about scams and identity theft,” said Jim Piatt, Call Center Work Flow Process Manager. That means respondents are pleased with our interviewing process and interviewers 99.99% of the time!

The Jackson Organization is committed to providing you with the very best, and we do that by hiring, training, and retaining the very best!

By Jesse O. Weatherly, III, and Stephen C. Nyquist, for HealthLeaders News, June 8, 2006

In the business of healthcare, the physician-hospital relationship is critically important. Not only does the status of this relationship impact the success of a medical center, but it also affects the overall health of a community as well.

As with any healthy relationship, trust and cooperation are fundamental. If these elements are to be achieved between physicians and hospitals, the relationship must be built on a foundation of mutual understanding. The dynamics of the healthcare industry in general--and the physician-hospital relationship in particular—may mean mutual understanding is an elusive goal.