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Posted: Tuesday, March 7, 2017 7:24 AM

At its founding in 1968, Nashville-based HCA was one of the nation's first hospital companies. Today, one of the nation's leading providers of healthcare services, HCA is comprised of locally-managed facilities that include more than 250 hospitals and freestanding surgery centers in 20 states and the United Kingdom, employing approximately 233,000 people. Approximately four to five percent of all inpatient care delivered in the country today is provided by HCA facilities resulting in more than 26M patient encounters each year. HCA is committed to the care and improvement of human life and strives to deliver high quality, cost effective healthcare in the communities we serve. Building on the foundation provided by our Mission & Values, HCA puts patients first and works to constantly improve the care we provide by implementing measures that support our caregivers, help ensure patient safety and provide the highest possible quality. Additional Facts: • Ranked 63 in Fortune 500 • Computerworld Top 50 Best Places to Work in IT since 2009 • Named one of the “World’s Most Ethical Companies” since 2010 Responsible for the development of culture as it relates to customer service across the Capital Division. Driving excellent customer service across all teams. Building training programs around messaging and expectations of service culture. Building strong relationships across the division even outside of the IT department. Division Responsibilities & Functions • Operations (Quality, throughput, service, employee engagement) • Release Management • Change Management • Knowledge Management Lead Customer Experience across the Division This will include the development, creation and continual improvement of the following customer service programs. Core Operations (how we do business) • Service recovery (including conflict management, communication and escalation) • Consistent communication model(s) (such as Studor's AIDET model used within hospitals) • Leader and staff training/development programs (e.g. mountain division flight academy) • Integration of customer impact assessment and communication in all project/change plans • Standardized processes around best practices • Regular review of customer satisfaction metrics and improvement planning Voice of Customer Plan (how we consider customer needs and operationalize) • Develop Voice of customer programs to inform operations (e.g. direct methods like focus groups, advisory councils, surveys, or indirect research methods like shadowing, observations, or QA things like mystery shopping, auditing, etc.). • IT&S Integration with hospital and division councils (e.g. patient experience teams, operational, organizational development/HR) • Feedback loop closure post change implementation (internal to IT&S as well as external) • Internal innovation/suggestion collection method Cultural Development/Support (how we prepare for and support change) • Evaluation of reward, recognition, and incentive programs to ensure alignment with priorities of organization and culture • Internal branding/"story-telling" component to accelerate change (what does great look like) • External/internal communication of internal customer experience changes/focus • Comprehensive individualized feedback/development plans aligned with customer experience standards of behavior (culture of continuous learning) • Alignment of hiring methodology with customer experience expectations (job descriptions, interview questions, interviewer training, screening/assessment tools, selection, 90 day post-hire feedback checkpoint - do we walk the talk) • Develop appropriate forums/systems for sharing best practices (IT, Division, Corporate, etc.)

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• Location: District Of Columbia

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