Case: EQ at HMC – Increasing Care in Healthcare

An emotional intelligence program for customer service forms the basis of organisational culture for improving patient care in a new flagship program.

Background:

Hamad Medical Corporation (HMC) is a non-profit medical corporation based in Doha, Qatar.  It operates various hospitals and clinics throughout the country employing around 17,000 medical staff and 3,000 hospitality staff.

HMC is committed to continual improvement and is becoming an internationally recognised, world-class, center for healthcare excellence in the Gulf Region for the new era of health.  In line with this and in view of the imminent opening of the new Diabetes Centre, HMC needs people who will take responsibility for delivering patient-centred service and working together to do so. As Dr Hanan Mohamed Al-Kuwari, HMC’s Managing Director wrote in the annual report, “This new era is symbolized by a culture of patient-centred care and teamwork.”

Along with expansions and refurbishments, the Diabetes Centre within Hamad General Hospital is undergoing extensive changes to the way it operates, moving from a conventional hospital department to becoming a fully integrated patient care centre.  The head of the centre, Dr Zirie, in conjunction with his senior team, determined that patients would benefit from the whole department providing a greater customer-focused level of service.  Justine Ormandy, Director of Hospitality Training, took responsibility to implement a process to achieve these goals.

Implementation:

The Six Seconds “At the HEART of Service” program was customised to meet the program goals. Everyone in the department – Consultants, Specialists, Doctors, Nurses, Dieticians, Accountants and Administrators – attended the one-day workshops.  “At the HEART of Service” provides break-though skills for multiplying customer centred service.  Through a process of experiential learning, participants increase self-awareness, and develop their emotional intelligence to positively impact each interaction helping to build brand loyalty and achieve the HMC’s vision of delivering the highest quality care with the utmost compassion.  The program focuses on key interactions that create patient-centred service.

Unlike typical customer service programs that simply prescribe a set of behaviors, the EQ approach focuses on the underlying drivers that will create outstanding relationships.  By tapping into the intelligence of their own and customers’ emotions, staff learn to authentically and meaningfully show their caring in a way that creates trust and loyalty with patients and their families.

To more fully integrate the “Heart of Service” framework into the centre, those in leadership positions in the department, attended “Service Leadership” which focuses on sustaining customer-centred service.  As part of this workshop, leaders produced action plans to implement within the departments to maintain and sustain performance levels.  The Service Leadership program focuses on creating a climate where employees genuinely want to care – with the premise that the interactions between leaders and staff become the model of the interactions that occur between staff and customers.

Results:

Through these programs, the staff and leaders have begun to utilise new ways of understanding their interactions with patients, new vocabulary for communicating with patients and with one another, and numerous practical tools for re-directing customer interactions toward the goals.

Dr Zirie has committed to leveraging these methods as part of the very culture of the new center, “The insights and skills of At the Heart of Service are a cornerstone for our approach to improving patient care, and I can already see this framework improving the way staff interacts with patients and with one another.”

Justine Ormandy, Director of Hospitality Training, was enthusiastic about the programs: “Based on the Diabetes delegates feedback and a very enthusiastic Dr Zirie the Hamad team feel the HEART of Service training workshops are something ALL departments in Hamad General Hospital should go through.”

About the author - Jayne Morrison

Jayne Morrison is the Regional Director of Six Seconds, Middle East & Africa, and the designer of the “At the HEART of Service” and “Service Leadership” modules. Her work with organizations blends her extensive experience in both hospitality and leadership in global organizations. She can be reached through www.6seconds-mea.com

Comments for this article (5)

  • Marek Helstrom says:

    The program seems like a breakthrough success in terms of a relational approach to people – outstanding!

    In terms of implementation & logistics of training: How many attendees per workshop? How many trained in total? Also, how did you manage the application post workshop (i.e. to make sure that the training was being correctly assimilated)? And, what are the principal EQ competencies that are brought forward in the “At The Heart of Service” workshops?

    Thank you for you consideration of my questions!

    • Hi Marek

      All members of the Diabetes Centre (including the Director, the consultants, nurses and support staff) attended the “At the HEART of Service” training over a period of a week. The groups were large (30+), so there were two of us involved. The facilitation was bi-lingual (in English & Arabic) which made it very interesting (and challenging). One of the exercises included action planning how to apply the learning; This was done on colored heart-shaped card balloons and together with the collages they made (from another exercise) these have been kept to put on display in the waiting area of the centre. They made a really great display and hopefully will go some way to keeping their commitments alive.

      Following on from this, the ‘leaders’ in the department (ie those in charge of groups or teams of staff) also attended “Service Leadership”. The focus here is specifically on climate and sustaining service, it includes a section on “coaching conversations”. It also includes a series of exercise / discussions that culminated in an action plan that has been collated and sent back for implementation.

      Although both programs introduce the model, we don’t focus on the any of the 8 competencies specifically. Rather we’ve used them as a basis for the acronym HEART: Honouring. Empathising, Authenticiy, Responsiveness & Trust – all of which, I believe, are deeply rooted in EQ.

      We’re currently rolling these out, certifying internal trainers to deliver both programs in another healthcare organization. We just completed the first round yesterday and got a 99.5% success rating for the program from the participants which is incredibly rewarding.

      I hope this answers your questions and gives you an overview of the two programs.

      Best regards
      Jayne

  • Shabbir Latif says:

    Hello Jayne
    cc: Josh

    This write up of the case studies are extremely valuable for me (as a freshman). I get a picture of what is possible after the workshop, “A roadmap” and great ideas for building a curriculum. Makes me feel very optimistic and excited about my future in this business.

    THANKS!
    shabbir

  • Shabbir Latif says:

    Hello Jayne
    cc: Josh

    This write up of the case studies are extremely valuable for me (as a freshman). I get a picture of what is possible after the workshop, “A roadmap” and great ideas for building a curriculum. Makes me feel very optimistic and excited about my future in this business.

    THANKS!
    shabbir

  • Sharon Fernandes says:

    Hi Jayne and Justine,

    How interesting to read about EQ in other industries. The noble goal of a such a nobel profession as a doctor and nurse can be so profound!

    All the best with the roll out across the Hospital Justine!

    Best regards,
    Sharon.

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