How 6 health systems are personalizing patient experience for baby boomers, millennials and Gen Z  

Editors note: Responses have actually been lightly modified for clearness and length..

Jackie Drees –
Monday, September 14th, 2020
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Here, six hospital and health system officers share how their companies handle different generational experiences for child boomers, millennials and Gen Z clients..

With numerous generations included in the health care system, health centers are finding new methods to change patient experience and using various technology initiatives to accommodate child boomers, millennials and Gen Zs expectations..

Concern: How are you balancing the needs and choices of baby boomers, millennials and Gen Z for a better and more personalized client experience?

Iahn Gonsenhauser, MD, primary quality and patient experience officer at the Ohio State University Wexner Medical Center (Columbus): What a stimulating and extremely challenging time to be working in the healthcare area. As a transformational health care platform we take advantage of offered innovation to present our patients with interaction and gain access to that fits their needs. Its a future in which platforms like ours can bend to satisfy our patients requirements in person in one of our clinics or healthcare facilities; virtually through our MyHealth App or telemedicine centers; through collaborations in our care environment and even straight to clients in their own neighborhoods.

Nicole Cable, chief experience officer at InnovaCare Health (White Plains, N.Y.): While the majority of our organization is Medicare Advantage, we do have some parts of our organization that are fee-for-service. This provides itself to serving a diverse group of individuals across all ages. InnovaCare Health is dealing with the requirements and choices of our member/patient population by utilizing technology and patient/member voices in our work..

We understand patients/members want to be listened to, interacted with in a method they comprehend and treated with courtesy and respect.

We have started to solicit and ask information on communication choice as it connects to technology. We ask what kind of phone they are using; do they understand how to utilize Zoom; and if they are comfortable with telehealth. This has actually led us to develop particular training for those who are reluctant to utilize innovation and also enables us to create relevant content.
We have actually leveraged technology and made improvements of our members application so that patients/members and their households can see the medical records of their liked ones. We understood that having access to your medical history is necessary. For that reason, our marketing and interaction team has striven to guarantee our clients comprehend the tool and what it can do for them.
We have actually likewise presented training to our personnel on how to deal with talking to specific patient/member populations such as sensitivity training and Hear USA training designed to assist comprehend hearing loss..
We are resolving health literacy as we see it affecting clients and members throughout any ages. We created a Member and Family Advisory Council to assist us guarantee we are stabilizing their needs and choices as members/patients of our organization, leading us to a more individualized service.

Airica Steed, Registered Nurse, executive vice president and COO at Sinai Health System (Chicago): We are taking the needs and preferences of all patients into point of view when providing care and service. Our supreme goal is to be the company of choice and it is imperative to both expect the requirements of our patients, as well as make efforts to humanize and personalize the experience.

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Airica Steed, RN, executive vice president and COO at Sinai Health System (Chicago): We are taking the requirements and preferences of all patients into perspective when offering care and service. Our ultimate goal is to be the service provider of option and it is vital to both anticipate the needs of our clients, as well as make efforts to individualize the experience and humanize.

Kathy Gorman, executive vice president for client care services and COO at Childrens National Hospital (Washington, D.C.): At Childrens National Hospital, we constantly strive to satisfy our families where they are to support the finest experience. Our parents have access to a client portal and we have online appointments offered. Parents are also part of our Parent Family Advisory Council to assist with policy decisions and care model modifications.

David Kerwar, chief product officer and head of customer digital innovations at Mount Sinai Health System (New York City): We feel theres a fantastic opportunity to tailor the client and consumer experience through digital development, permitting us to tailor the experience to fulfill the requirements of various sections. Kathy Gorman, executive vice president for client care services and COO at Childrens National Hospital (Washington, D.C.): At Childrens National Hospital, we always make every effort to fulfill our households where they are to support the best experience. Its a future in which platforms like ours can flex to meet our clients needs in individual in one of our medical facilities or clinics; practically through our MyHealth App or telemedicine clinics; through collaborations in our care ecosystem and even directly to clients in their own neighborhoods.

In addition, offered the increase of the more educated consumer with the more youthful population, we are accepting technology like telehealth e-visits as an enabler to successfully engage with millennials and Gen Z. We balance this with more standard yet individualized services for the child boomers who much more appreciate convenience and easy access. A current example that we take pride in is the advancement of our new Ambulatory Care and Surgery Center at Ogden Commons where we are offering a one-stop-shop to deal with all needed care services consisting of hospitality and language services all in one hassle-free area with a personalized care navigator to help assist in the care experience 24/7/365. At the end of the day, we are concentrated on dealing with the requirements, choices and expectations of all clients despite their ability to pay or their generation that they represent, and we are really making an effort to make a long lasting distinction.

David Kerwar, primary product officer and head of customer digital developments at Mount Sinai Health System (New York City): We feel theres a terrific chance to personalize the patient and consumer experience through digital innovation, permitting us to customize the experience to meet the needs of various segments. Our research study recommends that millennials value on-demand services and a practical, navigated experience, so we will provide a virtual-first, direct-to-consumer care program targeted toward that section that offers digital abilities to text to talk with a care navigator, a capability to get on-demand care that may start virtual and end in a designated practice near the consumers house or work, and transparency into out-of-pocket expenses. We will continuously progress our digital engagement and care programs to personalize the care experience to the requirements and preferences of each consumer segment.

Jen Doorly Magaziner, senior director of method and innovation at Boston Childrens Hospital: Given that we are a kidss healthcare facility, our patient families alter a bit more youthful. For the kids, Gen Z and Gen Alpha, we think about how to take advantage of technology to brighten their experience while they are here, from the interactive screens in the lobby area to the Amazon Alexa gadgets we are piloting in inpatient rooms.