Contributed by Faith Johnson
In my work as a Health and Wellness Consultant, I can attest that healthcare organizations can be organized in unique configurations. Each configuration requires a communication strategy that melds with their design. In my experience, the Global, Fortune Five Hundred, hierarchically structured company suffers the most challenging communications dilemma. Consider, hundreds of thousands of employees with different grade levels, or rank, associated with unique responsibilities, communicating through a pyramid structure from multiple locations and time zones. Organizations of this size and scope employ Subject Matter Experts, Medical Directors, Clinicians, and Clinical Account Executives. Many aren’t in geographic proximity to hold face to face meetings but are expected to collaborate and serve the client. To be successful, these companies must be structured to support their mission.
How does an organization with a global footprint direct a massive number of employees, who may never meet face to face, yet serve thousands of clients effectively? How does that company hold their employees accountable for peak performance while delivering the health care requirements for its customers? Clearly, a supportive organization structure with an effective communication strategy is required. These companies have learned that the best way to serve their customers is accomplished through “team” work. They organize themselves into account teams, project teams, sector teams, task force teams and the one-on-one manager-employee team (Buchbinder & Shanks, 2017). Typically, clients have more than one team serving them. Some are client-facing with direct reporting responsibilities. Others are more analytical, working behind the scenes organizing data for monthly placemats, and quarterly and annual medical cost action plan presentations. Some are ongoing through the life of a client while others are ad hoc. So much more can be accomplished through collaboration, brainstorming, or building a document that shows the strategies discussed and next steps. The Team Model has proven to be the most effective organization structure for these companies.
If the Team Model is the organization structure of choice, what is the best communication strategy for this model? Little is accomplished through email alone. Asynchronous communication can be riddled with inefficiencies and subject to misinterpretation. There is also the time lag for team members working in different time zones. Activities are ongoing for any given project. The potential for emails to be missed or taken out of sequence slows the process increases tension, and delays project completion.
The most effective communication strategy for this organization is the use of multiple threads. On-site in person, virtual meetings, and a combination of these methods are the most effective modes of communication. Local team members may schedule a time to be in a room together and conference in remote participants. This meeting format is the most prevalent because it is the most effective. A follow-up meeting is scheduled immediately, using an electronic meeting invite with all relevant information embedded. This ensures that the entire team has all the information in one location.
Video Conferencing allows teams to work effectively on electronic documents and spreadsheets, and Clinical Data Warehouse reviews. It is a feature that can be offered for virtual meetings. This technology enhancement tool is a resource used with internal as well as external partners. It allows us to forensically go through clinical cases, audit performance metrics, and share critical information with clients about their members. By employing available technology, distance is no longer an issue. Team members traveling for one client can take a call for another client to review a document while sitting in the airport waiting to board their next flight.
The effectiveness of this communication strategy is validated by internal and external ratings, client satisfaction scores and renewed contracts. When internal and external partners are pleased with the modes of communication inefficiencies are minimized, errors are reduced, and productivity is increased. Job Aids are created with these types of communication workflows to further support the effectiveness of collaborative communication.
Large, decentralized, global companies that interface with their customers via teams need a multi-faceted communications strategy to ensure that all constituents are on the same page, working toward a common goal. Fortunately, technology allows this company model to provide seamless communication to serve their internal and external partners well. It is the perspective of this consultant, that effective communication is carried out every day in these organizations. If this communication strategy works for a major global corporation, imagine what it can do for smaller companies with limited resources.
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