Инструменты антикризисного управления в медицинском PR — часть 2

В период до 2015 года СПб ГБУЗ «Елизаветинская больница» прошла через серьезный кризис: у больницы формировалась колоссальная кредиторская задолженность, в результате которой ЛПУ не могло покупать лекарства, оборудование и оплачивать ремонт. Сотрудники увольнялись, репутация у внешней аудитории была испорчена. Новой команде пришлось разработать антикризисную программу и последовательно и методично разбирать каждую из проблем. Татьяна Черкащенко, глава PR-службы «Елизаветинской больницы», поделилась с НаПоправку проверенными практиками и советами. В первой части статьи Татьяна рассказала о работе со внешней аудиторией: журналистами, блогерами, спонсорами и пациентами. Вторая часть посвящена внутренней аудитории.

Специфика медицинских учреждений такова, что 99% успеха зависит именно от медработников. Забота о них всегда должна стоять на первом месте, и формирование лояльности стейкхолдеров следует начинать именно с внутренней общественности.

Сотрудники будут лояльны и в мирное, и в кризисное время, если кроме базовых социальных гарантий им предоставят дополнительные возможности, меры поддержки, привилегии и льготы. Комплекс мер ограничен только бюджетом и фантазией работодателя, но в медицинском госсекторе можно рассмотреть следующие шаги.

Развитие корпоративной культуры

  • Базовый аудит, ребрендинг и брендбилдинг

Мы — после совершения обязательных первых шагов: конъюнктурного мониторинга, конкурентного аудита, SWOT-анализа и изучения внутренней среды — предложили осуществить ребрендинг. Его цель заключалась не столько в заявлении об обновлении имиджа учреждения, сколько в задании новых стандартов качества оказываемых услуг и уровня компетенций профессионалов, работающих в больнице.

Понятие ребрендинга гораздо шире разворота брендбука. Главенствующими здесь являются не визуальная атрибутика и концепция сайта, а созданные скрижали организации — миссия и стандарты — база бренда. Так, для Елизаветинской больницы это — оказание круглосуточной помощи с использованием передовых технологий, современных методов диагностики и лечения.

Чтобы каждый из сотрудников прилагал максимум усилий для выполнения миссии, мы сформулировали перечень ценностей:

  • профессионализм;
  • технологичность;
  • саморазвитие;
  • мобильность;
  • интеллект;
  • точность.

Продолжать работать в ЛПУ могли только те, кто им следовал. Руководством стал постоянно и безустанно транслироваться message, что каждое достижение, масштабный успех и маленькая победа больницы — это заслуга каждого из сотрудников, следствие труда, терпения и стремления помогать пациентам.

Ретроспективно принятие решения о ребрендинге можно назвать одной из наиболее важных реформ, масштабной и адекватной реакцией на глубокий кризис. Она давала людям на старте свободу выбора: готовы ли они к масштабным переменам, готовы ли соответствовать новым стандартам, готовы ли стать единым коллективом «экспертов здоровья», или их взгляды не совпадают с ценностями бренда и работодателя пора менять.

С учетом масштаба учреждения и его экстренного характера мы решили разработать и распространять приветственный guideline для сотрудников — брошюру, снижающую уровень первичной дезадаптации, дающую официальную информацию вместо распространенных в больших организациях «welcome-слухов» и ответы на часто задаваемые вопросы.

Фрагменты брошюры для новых сотрудников

Вдохновить на перемены могут и другие успешные примеры ребрендинга в здравоохранении:

  • Обновление айдентики медицинской компании INVITRO в 2016 году.
  • Ребрендинг медицинского центра «О-Три».
  • Дизайн студии Артемия Лебедева для клиники Apecs Med.
  • Среди более ранних кейсов с адаптивным visual выделяется «Первая семейная клиника Санкт-Петербурга».
  • Нельзя забывать и о флагмане рынка — МЕДСИ, ребрендинг для которых был сделан представителями Leo Burnett Group Russia.
  • Комплексным подходом к медицинскому ребрендингу и грамотной реализацией концепций славятся зарубежные клиники — чего только стоят интерьеры Connect Hearing и Королевской детской больницы в Великобритании.
  • Нематериальное стимулирование во внутреннем PR

В период, когда финансовая ситуация в больнице еще была плачевной, выразить заботу о сотрудниках, не сбежавших от проблем, а оставшихся в сложных условиях с новым руководством, нам казалось крайне важным. Но в больнице работает 2000 человек, а бюджет был равен нулю.

Выручила идея о создании программы лояльности для персонала и их родственников. Мы провели «Весенний праздник» (объединенные 23 февраля и 8 марта), в который сотрудники могли получить скидку до 50% по промокоду «Весна в Елизаветинской» в фитнес-клубах, салонах красоты и фотостудиях, автошколах и аквапарках, школах танцев и боевых искусств, службах доставки и магазинах подарков.

Ко Дню медика можно готовить аналогичные программы с профильным уклоном, договорившись с магазинами медицинской одежды и обуви, аксессуаров и профильной литературы, сервисами доставки подарков и готового питания.

Подарки для детей сотрудников, организация интересных экскурсий и подбор санаторных путевок профсоюзом в комплексе с другими предупредительными мероприятиями благотворно влияют на коллектив. Когда существенная сумма за участие в корпоративных событиях вносится работодателем, персонал собирается активнее, а значит — неформальные связи становятся крепче, а корпоративная культура — выше.

Еще большее значение имеет льготное размещение семей медработников и их медицинское обслуживание в ЛПУ. Так, например, родственники сотрудников ФГБУ «Консультативно-диагностический центр с поликлиникой» управления делами Президента РФ имеют право на льготное лечение (может покрываться полностью по квоте, может осуществляться с существенной скидкой) и получают тот же сервис, что и прикрепленное население Центра: судейский корпус, государственные служащие, хоккейные команды.

  • Расширение неформальных коммуникаций

Никогда не закрывайте глаза на огромные перспективы в развитии неформальных коммуникаций через событийный маркетинг. Проводите или поддерживайте развлекательные, спортивные и командообразующие мероприятия. Неформальные коммуникации и специальные события — ключевой компонент «корпоративного клея» медицинской организации.

Люди (особенно врачи) в большинстве своем, хоть и тяжелы на подъем, но получают удовольствие от тимбилдингов и корпоративов, которые снимают напряжение в нерабочей обстановке. Это может быть что угодно:

  • капустник или КВН;
  • организация спортивных соревнований или дружеских велозабегов, марафонов в ЛПУ;
  • подготовка общегородского или регионального турнира по футболу (тренировки, матчи, сбор команды болельщиков);
  • поход всем коллективом больницы в театр;
  • тимбилдинг с кулинарной, игровой или художественной направленностью;
  • посещение веревочного парка или совместный выезд на природу;
  • фотосессия с экспресс-мейкапом для сайта к 8 марта;
  • и даже обычное чаепитие.

В сложившихся и проблемных, немолодых коллективах можете начать с официальных мероприятий. Персонал, не привыкший к событийному маркетингу, более восприимчив к таким традиционным формам общения:

  • регулярные церемонии награждения лучших сотрудников на профессиональных праздниках;
  • ежемесячные лекции и мастер-классы для медицинского персонала по всем направлениям.

Также для ежедневного и системного формирования неформальных связей используйте социальные сети. Для медицинских работников, у которых эмоциональное выгорание происходит быстрее, чем у других профессий, человеческие связи приобретают особое значение: сотрудники испытывают потребность в нематериальном поощрении со стороны администрации.

Сообщества в социальных сетях могут решить проблему недостатка информации, способствовать разряжению психологического климата в коллективе и создать благоприятный внутренний имидж компании. Так, нашим сотрудникам больше всего полюбились рубрики:

  • именинники дня (поздравления персонала);
  • медицинский юмор;
  • трогательные и незаурядные благодарности;
  • спортивные новости больницы;
  • достижения и успехи учреждения.

Горизонтальные коммуникации можно улучшить через опросы и обсуждения, рубрики «вопрос-ответ» и других форм обратной связи. Налаживание вертикальных (от администрации к подчиненным) и горизонтальных (между подразделениями и внутри их) связей влияет на репутацию любой больницы: чем больше мотивирован и удовлетворен персонал, тем качественнее он выполняет свои обязанности.

Смена парадигмы с искусства врачевания на исполнение многочисленных протоколов интенсифицируют процесс профессиональной деформации. Развитие корпоративной культуры через расширение межличностных отношений может подарить глоток свежего воздуха в ежедневной рутине формализованного общения и стандартизированных действий.

  • Поддержка научно-образовательной деятельности

Вопрос непрерывного медицинского образования встает особенно остро для сотрудников, которые хотят совмещать научную и практическую деятельность. Почему бы не создать площадку для научно-образовательной деятельности медработников непосредственно на базе ЛПУ? Кроме того, что научные мероприятия, проводимые на территории учреждения, решают образовательные задачи, дополнительно они становятся мощными PR-инструментами, решающими имиджевые задачи:

  • укрепление связей ЛПУ с кафедрами медицинских вузов города или региона;
  • повышение лояльности локального врачебного сообщества;
  • увеличение паблицитного капитала посредством выхода публикаций о мероприятии;
  • повышение доверия к больнице со стороны пациентов, наблюдающих организацию научной деятельности на ее территории;
  • расширение связей с органами управления благодаря дополнительным обязательствам по осуществлению научно-образовательной деятельности, которые берет на себя субъект PR;
  • совершенствование внутрикорпоративных коммуникаций благодаря появлению новых комфортных условий труда.
Опыт создания научно-образовательного суббренда

Таким образом, создание научно-образовательного суббренда позволяет укрепить имидж основного бренда благодаря одновременному воздействию на внутреннюю аудиторию и ряд внешних групп:

  • b2b — научное медицинское комьюнити;
  • b2g — городская и районная исполнительная власть;
  • b2c — пациенты и посетители.

Специфика медицинских учреждений такова, что процветание клиники почти полностью зависит именно от поведения медработников и их отношения друг к другу, к больному, к работодателю, к работе. Именно поэтому важно всесторонне налаживать внутренние коммуникации в ЛПУ планово — в мирное, «некризисное» время. Планомерная работа только повышает эффективность сотрудников, но и развивает лояльность персонала к организации и ее руководству, что повлияет на сплоченность действий внутренней аудитории в кризисной ситуации.

Антикризисный менеджмент

Форс-мажорные ситуации часто выявляют серьезные проблемы с передачей информации внутри организации. Они способны усугубить внешний кризис. Поэтому свод общих принципов антикризисного управления и основ оперативного реагирования может служить стартовым чек-листом и позволит определить, насколько ЛПУ готово к совместному преодолению потенциальной кризисной ситуации.

  • Принцип прямого подчинения

Специалист по связям с общественностью (пресс-секретарь, руководитель отдела коммуникаций) должен подчиняться напрямую главному врачу. При этом во взаимоотношениях важны полная открытость и доверие — это является необходимым условием стабильного и чёткого обмена инсайдерской информацией.

  • Принцип информационного обеспечения антикризисных мероприятий

В основе данного принципа лежит правило опоры на профессиональное ядро кадрового потенциала — совокупность способностей работников организации, которые обеспечивают ей стратегическое преимущество на рынке. В нашем случае это медицинские работники.

Администрации нужно понимать, что первой реакцией любого сотрудника, узнавшего о кризисе в ЛПУ, встанет мысль о самосохранении. Персонал никогда не должен узнавать о произошедшем кризисе их компании из СМИ или других внешних источников, важна оперативная организация внеплановых совещаний, в ходе которых руководству необходимо показать, что сотрудники — ключевые стейкхолдеры компании, и первые лица вовлечены в случившееся и озабочены дальнейшим существованием как учреждения в целом, так и каждого работника лично.

Кроме того, что в кризисной ситуации важно оперативно призвать персонал к совместному преодолению сложившихся проблем, важно вести максимально интенсивную разъяснительную работу. Любые изменения проходят проще, если они понятны, поскольку значительная часть людей боится изменений: любых, неясных им, ведь они потенциально несут неизвестность, а значит — угрозу!

Именно поэтому успех антикризисной политики в значительной мере зависит от просветительских мероприятий: при грамотном подходе можно получить поддержку коллектива в реализации практически любых антикризисных мероприятий, если уметь любую серьезную меру рассматривать и подавать в позитивном свете, но эта сложнейшая задача ложится именно на ваши плечи — как консультантов главного врача по управлению коммуникациями.

  • Принцип горизонтального сотрудничества

План выхода из кризиса можно составлять только после анализа ситуации, который должен быть направлен на:

  • определение приоритетов;
  • выявление скрытых резервов;
  • ревизию ресурсов.

В сложной ситуации сотрудники оказываются в единых условиях и несут равную ответственность за результаты деятельности коллектива. Поэтому целый ряд вопросов целесообразно выносить на максимально широкое обсуждение. Это позволит снять обвинения в адрес администрации в скрытности и отрешенности, сплотить коллектив и мобилизовать его на решение общих задач.

Коллегиальность — важная психологическая и политическая мера. Она снижает сопротивление персонала организационным и технологическим нововведениям, укрепляет взаимопонимание между управленцами и врачами. Именно этот принцип способен повысить производительность труда даже в кризисный период.

Стоит провести оперативное собрание коллектива и дать сотрудникам возможность высказать свое мнение о кризисной ситуации и ее разрешении. После этого уже ограниченная рабочая группа будет разрабатывать стратегию по преодолению кризиса.

Формируя группу ответственных за это лиц, желательно учитывать следующее:

  • работники медицинских подразделений ежедневно осуществляют непосредственный контакт с потребителями, поэтому часто они способны оценить потребности пациента точнее, чем это видят управленцы, находящиеся на других этажах многоуровневой бюрократической системы,
  • старшие медицинские сестры обычно знают резервы каждого конкретного подразделения лучше, чем высшее руководство;
  • сотрудники, открывавшие клинику, часто владеют теми данными, которые могли потеряться при обновлении административного звена без соблюдения преемственности.

Все эти факторы указывают на то, почти во всех случаях мозговые штурмы будут проходить эффективнее, если привлечь медицинский персонал.

  • Принцип безэмоциональной оценки

Всегда следует рассматривать кризис со всех его сторон и ни в коем случае нельзя недооценивать его масштабы. Адекватная оценка текущей ситуации и перспектив — фундамент успешного антикризисного управления и осознанных управленческих решений.

Понимание общих форм проявления кризиса и его влияния на различные стороны бизнес-процессов помогает спрогнозировать основные проблемы, с которыми предстоит столкнуться учреждению, предусмотреть их и своевременно провести предупредительные мероприятия.

Задача специалистов по связям общественностью — помочь руководству компании провести всестороннюю оценку ситуации. Именно поэтому необходимо постоянно вести внутреннюю аналитику и непрерывный мониторинг блогосферы и СМИ.

Разрешение микрокризисов

  • Обучение медперсонала коммуникативным практикам

Данные медицинских агрегаторов показывают, что лишь десятая часть от общего количества жалоб связаны с некачественным оказанием медицинской помощи. Остальные отрицательные отзывы спровоцированы неэтичным отношением персонала к пациентам. Данная статистика отражает то, насколько критична проблематика взаимоотношений в парадигме «Врач-пациент» и то, насколько серьезно нужно подойти к ее решению. Несмотря на активную модернизацию здравоохранения в России, проблема нарушения норм деонтологии действительно сохраняется и требует разумных и действенных решений.

Во-первых, каждому ЛПУ пойдут на пользу различные тренинги с психологами и конфликтологами, которые учат выстраивать профессиональную коммуникацию с больными. Важно донести до сотрудников, что школы эффективной коммуникации важны не только имиджмейкерам клиники, но и медработникам.

Продвижение заинтересованных врачей

Регулярные и грамотные тренинги позволяют врачам и медицинским сестрам:

  • распознавать и правильно реагировать на вербальные и невербальные знаки пациентов и извлекать из них больше полезной клинической информации;
  • проводить более эффективную диагностику, которая зависит не только от телесных симптомов болезни, но также от способности врача выявить психосоматику;
  • добиваться одобрения пациентом плана лечения, передавать больным адекватную медицинскую информацию и аргументированно убеждать их вести более здоровый образ жизни.

Каждый медработник (как минимум — для точной диагностики, как максимум — для сохранения собственного внутреннего баланса и приумножения успеха и процветания) должен уметь читать нюансы человеческого поведения. И, по сути, врач, прежде чем стать лекарем, должен быть коммуникатором, и каждый практикующий клиницист должен иметь выраженную мотивацию на общение.

Все ЛПУ организуют обучение персонала по-разному, но в классической схеме обязательны следующие шаги.

  • Создайте рабочую группу: ответственное лицо издает внутреннее распоряжение или приказ, где прописывается состав рабочей группы, которая будет обучать персонал навыкам общения.
  • Определите задачи для рабочей группы: совместно с руководителем группы и психологом обговорите задачи, которые будет решать рабочая группа — например, разрабатывать речевые модули, правила передачи информации, скрипты презентации стоимости, и обучать персонал правильно их использовать.
  • Разработайте план обучения персонала на год: при создании внутренней школы эффективной коммуникации в план включите тренинги, практические занятия и тестирование сотрудников после обучения. Например, медработники должны знать, что дает эмпатия в работе с больными.
  • Согласуйте сроки: в течение какого времени члены рабочей группы будут наблюдать и оценивать коммуникации между персоналом и пациентами.
  • Проведите оценку эффективной коммуникации: для этого члены рабочей группы устраивают открытые прямые наблюдения в нескольких контрольных точках — регистратуре, приемном покое, на постах отделений; проводят анкетирование пациентов и выясняют, насколько вежливо с ними общались врачи и медсестры, когда разъясняли лечение; осуществляют закрытое наблюдение с помощью видеозаписей и оценивают, как медработники используют речевые модули при общении с больными.
  • Устройте работу над ошибками: нарушения правил коммуникации рабочая группа фиксирует в специальном листе и анализирует дефекты, которые она выявила в процессе наблюдения. Проблемы следует разобрать с каждым участником или группой и найти оптимальное решение.

Вполне возможно, что этот «официальный» алгоритм организации школы эффективных коммуникаций подойдет не каждому ЛПУ. Вы можете обучать сотрудников в свободной форме: публиковать памятки VK, делать рассылку в Telegram и т.д. Или даже действовать партизанскими методами — чтобы для сотрудников это не выглядело как очередная формальность, навязываемая «сверху». Вы знаете свой коллектив лучше других и наверняка сможете выбрать оптимальный подход.

Помните, что политика в области качества коммуникаций и управление качеством оказания помощи становится эффективной после внедрения систем поощрений и наказаний. Ими могут стать:

  • создание комиссии по распределению премиального фонда;
  • составление положения о стимулирующих выплатах;
  • внедрение регулярных KPI-соревнований среди медработников;
  • или, как у нас — создание «рейтинга отделений».

Самое главное, чтобы в любой механизм были интегрированы показатели социальной удовлетворенности граждан:

  • результаты анкетирований и опросов;
  • положительные и отрицательные отзывы;
  • официальные жалобы и судебные иски.
  • Внедрение и обслуживание горячей линии

Постоянная и круглосуточная работа специалистов отдела качества и горячей линии для пациентов позволяет не перерасти микрокризисам в серьезные жалобы в страховые компании и судебные дела. Сегодня это базовый уровень правовой защиты медика, который может предоставить работодатель.

Наличие оператора, оптимально — врача-методиста, разбирающегося во внутренней «кухне» ЛПУ, способно значительно снизить процент жалоб, выходящих за стены организации. Он может превратить телефонные обращения в консультации и оказывать помощь пациентам, попавшим в затруднительные ситуации, контролируя их действия и координируя их с внутренними процессами клиники.

Но есть и другой инструмент корпоративной социальной ответственности, идеальный со всех сторон — и с точки зрения корпоративной культуры, и с точки зрения профилактики микрокризисов: внедрение горячей линии для сотрудников или назначение ответственных и компетентных лиц, способных наблюдать за психоэмоциональным состоянием персонала.

Создание горячей линии для сотрудников — не только эффективный способ разрешения коммуникативных и этических проблем, но и дополнительный канал для получения обратной связи. Вам понадобится оператор, который будет отвечать на звонки сотрудников. При этом время может быть фиксированным, например, с 13.00 до 16.00 в будние дни. При внедрении такого информационного канала важно донести до медработников, в чем заключается его суть — необходимо объяснить, что при наличии каких-либо вопросов, разногласий, предложений, сотрудники могут обратиться за помощью анонимно. Это повысит лояльность коллектива к руководству и организации в целом, а также даст персоналу понять, что их работа важна и к их мнению готовы прислушиваться.

Альтернативой могут стать почта, анонимная форма сбора пожеланий или медицинский психолог, к которому сотрудник может обратиться за помощью в конфликтной ситуации или подключить его при общении со «сложным» пациентом. При прикреплении психолога-конфликтолога к отделу кадров в его обязанности можно включить наблюдение за психоэмоциональным состоянием сотрудников, персонализированную помощь в сложных жизненных ситуациях, составление рекомендаций по оптимизации рабочей деятельности и выдачу «направлений» во внеплановые и дополнительные отпуска.

Заключение

35-й президент США Джон Кеннеди упомянул в одном из своих выступлений следующее: «В китайском языке слово „кризис“ состоит из двух иероглифов. Один означает опасность, а другой означает возможность». Об этом и нужно помнить, и отдавать себе отчет в том, что кризисные ситуации могут влиять на деятельность ЛПУ не только отрицательно, но и положительно — ввиду наличия как опасностей и рисков, так и возможностей и перспектив. Все зависит единственно от поведения организации в кризисный период.

Большинство учреждений не предполагают, что могут столкнуться с кризисом, но практически все в конечном итоге оказываются в кризисной ситуации. Каждая клиника должна подготовиться к рискам заранее, поскольку от этого зависит ее дальнейшее развитие и благополучие. Разработка антикризисной программы — залог стабильности и уверенности для любого ЛПУ.

Чтобы оперативно реагировать на приближающийся кризис, нивелировать его или успешно преодолеть, структура учреждения должна быть достаточно гибкой, план действий — четким, а действия и стратегия — последовательными. Грамотные и слаженные действия сотрудников ЛПУ в целом и специалистов по коммуникациям в частности даже в кризисных ситуациях способны повысить доверие и лояльность граждан к учреждениям, и, следовательно, укрепить взаимоотношения между обществом, СМИ и системой здравоохранения РФ, что в конечном счете положительно скажется на здоровье нации.

Читайте первую часть статьи, в в которой мы рассказали о работе с внешней аудиторией. Вы также можете написать Татьяне в Facebook для обсуждения кейсов, обмена опытом и просто общения.

Приветствую! Опубликуйте материал о своём опыте в медицинском маркетинге в нашем Блоге. Для этого напишите мне на k.magomedshafieva@napopravku.ru

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