The scenario based on the topic is: Houston Methodist St. John Hospital patient satisfaction scores have
decreased over the past year.
A general description of the training topic.
Why this training is needed.
Who is to be trained.
How many are being trained.
Develop a training needs analysis for your topic (3�4 pages). For the purposes of this project, you are
not expected to actually conduct the training needs analysis (TNA). Instead, create the following
information as if it is based on a TNA.
Identify what the trainees should know or be able to do after they have completed the training program.
Research your topic to determine what you want your trainees to learn. Your sources might be anything
from an Internet search for data, to a meeting with subject matter experts (SMEs) who are good at the
task involved. For example, if you training topic is how to tile a wall, you might search the Internet for do-
it-yourself instructions, or you might consult with a specialist at a home improvement store.
DESIGNING A TRAINING PROGRAM 2
Summarize the results of your research or provide a set of the questions you would ask SMEs if you were
to meet with them.
Identify what the trainees know or what they can do before the training.
Create a sample survey, a questionnaire, a set of interview questions, or an observation checklist. Include
this in your assignment submission as a separate attachment.
Designing a Training Program
Name;
Institutional Affiliation;
Date
DESIGNING A TRAINING PROGRAM 3
Introduction
Patient satisfaction remains a significant and commonly used indicator that many medical
facilities incorporate in measuring the quality of health care services they offer to patients. It is
imperative to realize that patient satisfaction has the capacity to affect the retention of patients,
medical malpractice complaints, and clinical outcomes (Hall, Shirey, & Waggoner, 2013). It also
impacts the efficiency, timely, and patient-centered delivery of quality health care plan.
The Houston Methodist St. John Hospital in its delivery of services to the community has
realized a decrease in patient satisfaction scores over the past years, a factor that has reduced the
retention levels of patients in the medical facility (Hall, et.al). In order to address the issue, the
management of the hospital embarks on a mission to develop a training program aimed at
targeting the analytical needs that are designed to identify the background, motivations and
expertise that can be employed by the learners to improve the condition of the hospital.
General description of the training topic
Houston Methodist St. John Hospital has realized the need to improve the quality of
health delivery. The hospital in solving this issue is striving to define and measure the quality of
healthcare provision in order to improve patient satisfaction scores. This comprehensive training
program is therefore aimed at educating the medical practitioners within the institution in sound
methodologies that can be employed in improving patient satisfaction (Hall, et.al).
DESIGNING A TRAINING PROGRAM 4
The training program is therefore based on the concepts of practical improvements that
require sound local evidence that determines the nature of the existing problem and risks and
also considering the possible solutions. Inclusive of the training program is the systematic
analysis of the specific interventions that can be employed and that fit within the medical
facilities context.
The need for Training
It is essential to note that this training program is a vital element for Houston Methodist
St. John Hospital. The essence of the program is on improving patient-physician communication.
It has been discovered that patient-physician communication is a primary contributor to reduced
patient satisfaction. Patient-physician communication has been a challenge, and if improved, a
tremendous opportunity for improvement is likely to be noticed (Hall, et.al).
Studies have determined that when in patients are asked to identify the physicians who
are in charge of their care during their times of discharge, close to 90% of the patients are unable
to identify and correctly name the doctors responsible (Hall, et.al). When it turns to orthopedic
patients, challenges are even more intense since these patients are mostly admitted to the
emergency departments and are identified as unable to identify their treating physicians.
It is important to notice that the acuity of some orthopedic injuries may not allow some
patients and their surgeons to establish a concise and strong patient-physician relationship prior
to surgeries (Otani, Herrmann, & Kurz, 2011). In such a setting, it may be difficult to address
patient concerns and priorities as a result of the differences that exist between surgeons and
patients, a factor that results in low patient satisfaction. However, when there is an active
DESIGNING A TRAINING PROGRAM 5
inbound relationship between a physician and a patient, the patients are more likely to be
satisfied, a factor that results in better outcomes.
The other need for this training is on finding better approaches geared towards improving
the satisfaction of patients in the medical facility. The Houston Methodist St. John Hospital is
therefore working out on the sound modules that can be employed in training to enhance patient
satisfaction among their patient population by ensuring that medical practitioners are trained on
effectuating their communication approaches on patients (Otani, et.al). It is anticipated that after
training, there will be improved physician recognition and enhanced communication between the
patients and their physicians, a factor that will increase the patient satisfaction scores.
The management of patient expectations and psychosocial factors such as depression and
pain that have the capacity to drive patient satisfaction may prove to be challenging. However,
through an individualized patient preoperative counseling approach and a shared decision-
making, medical practitioners are likely to identify the specific factors that affect patients such as
chronic pains that may negatively impact their satisfaction scores (Otani, et.al). Through the
management of depression and pain including setting up an appropriate preoperative expectation,
physicians are able to attain good outcomes. This training is therefore developed for all the
medical employees and the RN within the Houston Methodist St. John Medical facility including
support staff members in the facility. The number of patients and employees to be trained
amounts to one hundred
Training Needs Analysis
The training and development of the medical practitioners and other support staff
members within this medical facility is pivotal to the overall vision of the medical fraternities
DESIGNING A TRAINING PROGRAM 6
aimed at improving patient satisfaction through an improved quality of the care of patients. In
order to achieve this, it is essential that the learning and development resources are appropriately
aimed at ensuring the efficiency of training programs (Otani, et.al). The management fraternity
of the Houston Methodist St. John Hospital is committed to ensuring that it’s skilled workforce is
motivated by providing quality services aimed at improving the satisfaction of patients.
The hospital is therefore articulating approaches of training all the relevant staff members
on the provision of better care. Through the training needs analysis (TNA), an outline is provided
that ensures appropriate, and relevant training needs to the staff groups are comprehensively
covered. The TNA, therefore, focuses on the specific training requirements that are mandatory in
meeting the institution’s needs.
Houston Methodist St. John Hospital is a comprehensive surgical and medical hospital
with 121 beds. The hospital according to sources records visits that amount to 24,940 patients in
the emergency room. The total admissions of the hospital also amount to 6, 628 with its
physicians performing 2,062 inpatients, and 2995 outpatient surgeries. The hospital specializes in
the treatment of Cancer, heart and vascular diseases, gastroenterology, and GI surgeries,
neurological and neurosurgeries, orthopedic and sports medicine, transplants among other
services.
With these facts, it is significant to notice that the hospital attends to a broad range of
individuals who have varied health needs and require special care that satisfies their needs. The
staff members in this facility, therefore, have the responsibility to maintain professional
standards through a fulfilled training initiative (Otani, et.al). The training needs analysis TNA
DESIGNING A TRAINING PROGRAM 7
will, therefore, ensure that compliance is monitored carefully, and the results of the training are
noticeable in practice. Find the training needs analysis attached on the appendix.
Summary of the Research Results
After carrying out a research on the need for training in order to address the low levels of
patient satisfaction; it has been determined that there are certain factors such as noise levels and
the doctors’ bedside manner. In addition, whether patients are in position to recommend the
hospital to friends or family is also part of the areas that need to be observed in order to improve
patient satisfaction.
These factors, therefore, hold a key in the future of the hospital (Otani, Chumbler, Judy,
Herrmann, & Kurz, 2015). The research determined that patient satisfaction remains the main
key to a new marketing tool for many hospitals, considering the fact that many patients are now
involved in choosing hospitals. It is, therefore, significant to note that the findings of the study
determined the fact that patients liking of the doctors has much to do with their getting better.
A patient’s expectation when they visit a medical facility is in receiving good services. It
has come to realization that these expectations are determined by the gender, age, nature of
illness, and the attitudes towards the circumstances of a patient. Patients also expect doctors to
keep time, communicate in a simple language that is understandable, and behave cordially
(Otani, et. al). They also expect care, courtesy, concern and in addition to this, professionalism.
In summary, the study revealed that patient satisfaction is the key driver of patient outcomes and
DESIGNING A TRAINING PROGRAM 8
plays an important aspect of the pay-for –performance metrics. This therefore translates to the
fact that an improved patient-physician communication has the capacity to improve patient
satisfaction.
Before the training program commenced, it was discovered that the trainees had an idea
from past experiences on how to improve patient satisfaction. However, their knowledge was not
applicable in the context of Houston Methodist St. John Hospital since the approaches they had
in mind were used in different medical organizations. This, therefore, called for the need to
derive a contextualized approach that is particularly formulated to meet the needs of this medical
facility (Otani, et. al). The trainees were therefore expected to prepare for the training through
availing themselves and making sure that they complete the process. The trainees are also
expected to incorporate the learned ideas in their practice in order to promote patient satisfaction
in the health facility.
Training Objectives for the Training Program
Table 1.1
OBJECTIVE OUTCOME
Patient Satisfaction/Quality Outcomes 1. Reduction of medical errors.
- Eliminated instances of bad
communication. - Increased relationship with patients.
- Elimination of wrong surgeries.
- Patients are well cared for in the
facility.
DESIGNING A TRAINING PROGRAM 9
Team Work and Communication 1. An Improved employee satisfaction
score.
- An Improved patient satisfaction score.
- An Improved physician satisfaction
score. - Deceased staff turnovers.
- Increased patient turnover.
Efficiency 1. Improved provision of quality health
services.
- Improved response time to patients.
- Increased attendance to patients with
pain and depression.
Reliability 1. Decreased levels of medical errors.
- Compliance with the Medical
regulations in caring for patients - Increased staff-patient relationship.
Specific Training Objectives
The specific training objectives include;
- Improving the patient-physician communication
- Developing personal relationships with patients through showing care and
compassion.
DESIGNING A TRAINING PROGRAM 10
- Improving the quality of services.
Training Program
In order to develop the competencies among the trainees, it is significant that time is
clearly factored in order to allow the exploration of the subject in depth and detail. Through this,
the trainees are able to acquire more details and get opportunities to demonstrate their newly
acquired skills through practice (Otani, et. al). The training program will, therefore, take a period
of 4 days spread over a period of one year in order instill the developed learning needs.
The training will be organized on an annual basis as a result of the costs associated in
developing such programs. The facilitators of the training will be external instructors who have
the knowledge on the subject. The trainings will be carried out within the organizations facilities
and the learners will be motivated to learn through an approach aimed at waiving the training
costs and fees.
The learners who show absolute commitment to the training will also be awarded (Otani,
et. al). The intended audiences for the training include medical personnel’s from other health
organization. The registered nurses and other medical employees within Houston Methodist St.
John Hospital will be among the audience attending the training.
Table 1.2
DAY TIME TOPIC TRAINING
METHOD
COMPETENCY
Day 1 0800-0900 am Introduction to the Training
Program.
DESIGNING A TRAINING PROGRAM 11
08.00-09.00 09.00-
11.00 11.00-12.00
12.00-13.00 13.00-
14.00 14.00-15.00
15.00-16.00 16.00-
17.00
What is Patient Satisfaction
The Results of Unsatisfied
Patients.
Causes of Unsatisfaction in a
health facility
LUNCH
Global priorities in reduced
patient satisfaction research
Understanding the need for
improving patient satisfaction.
Lecture
Lecture
Small Group
discussion
Lecture
Hands on practice
1.1
1.2
1.3
1.3
2.1
Day 2 0800-0900 am Understanding the causes of
decreased patient satisfaction
Lecture 1.6
08.00-09.00 09.00-
11.00 11.00-12.00
Understanding the things that
affect patients; The system
approach
Understanding the things that
affect patients; Human factors
Lecture
Lecture
1.6
1.6
DESIGNING A TRAINING PROGRAM 12
12.00-13.00
13.00-
13;00-14;00
14.00 14.00-15.00
15.00-16.00 16.00-
Understanding the things that
affect patients; Organizational
Level
LUNCH
Research Findings on the things
that affect patients and impact
their satisfaction
Review of the Discussions of
the Day
Discussions among Groups
Lecture &
Discussion
Lecture and
Small Group
Discussion
Group Discussion
1,6
1,6
1.7
Day 3 0800-0900 am Case analysis of a Hospital Hands on Practice 1.6
08.00-09.00 09.00-
11.00 11.00-12.00
Research methods on
measuring the success levels of
a health institution.
Research findings on measuring
the success levels of a health
Lecture
Lecture
1.6
1.6
DESIGNING A TRAINING PROGRAM 13
12.00-13.00 13.00-
13;00-14;00
14.00 14.00-15.00
15.00-16.00 16.00-
institution. Qualitative
approach, Interviews.
Approaches of improving
patient satisfaction in Medical
Organization
LUNCH
Improving patient satisfaction
in Medical facilities
Patient roles in ensuring they
are satisfied with the provision
of health services
Lecture
Lecture
Lecture
1.6
1.6
1.6
Day 4 0800-0900 am Group Presentations of
Research plan
Group
Presentation
08.00-09.00 09.00-
11.00 11.00-12.00
Organizational Changes that
can be employed to solve the
problem
Implementing Change in an
institutional level
Group work
Lecture
3.5
3.5
DESIGNING A TRAINING PROGRAM 14
12.00-13.00 13.00-
13;00-14;00
14.00 14.00-15.00
LUNCH
Using evidences to demonstrate
patient
Implementing Change on a
individual level
Lecture
Lecture
3.5
3.4
Conclusion
Patient satisfaction remains a significant and commonly used indicator that many medical
facilities incorporate in measuring the quality of health care services they offer to patients. A
patient’s expectation when they visit a medical facility is in receiving good services. It has come
to realization that these expectations are determined by the gender, age, nature of illness, and the
attitudes towards the circumstances of a patient.
Patients also expect doctors to keep time, communicate in a simple language that is
understandable and behave cordially. It is imperative to realize that patient satisfaction has the
capacity to affect the retention of patients, medical malpractice complaints, and clinical
outcomes (Otani, et. al). It is essential to note that this training program is a vital element for
Houston Methodist St. John Hospital. Patient-physician communication has been a challenge,
and if improved, a tremendous opportunity for improvement is likely to be noticed.
DESIGNING A TRAINING PROGRAM 15
The essence of the program is on improving patient-physician communication. The
essence of the training program is on improving patient-physician communication. It has been
discovered that patient-physician communication is a primary contributor to reduced patient
satisfaction. After training, it is anticipated that the levels of patient satisfaction will increase, a
factor that will impact an organizations delivery of services in the community. Through the
training, the trainees learned variable approaches of improving communication and also
increasing the delivery of services to patients aimed at improving the satisfaction levels of
patients.
References
Hall, D., Shirey, M. A., & Waggoner, D. C. (2013). Improving Access and Satisfaction with
Spiritual Care in the Hospice Setting. Omega: Journal Of Death & Dying, 67(1/2), 97-
107.
Otani, K., Herrmann, P. A., & Kurz, R. S. (2011). Improving patient satisfaction in hospital care
settings. Health Services Management Research, 24(4), 163-169.
doi:10.1258/hsmr.2011.011008
Otani, K., Ye, S., Chumbler, N. R., Judy, Z., Herrmann, P. A., & Kurz, R. S. (2015). The Impact
of Self-Rated Health Status on Patient Satisfaction Integration Process. Journal Of
Healthcare Management, 60(3), 205-218.
DESIGNING A TRAINING PROGRAM 16
Appendix
TRAINING NEEDS ANALYSIS (TNA) FOR HOUSTON METHODIST ST. JOHN
HOSPITAL.
EMPLOYEE NAME: POSITION TNA DONE BY:
Major
tasks of
position
Training/skills
development
required?
If yes,
identif
y what
trainin
g needs
exist
How will this be
achieved?
(eg on the job,
external training)
Whe
n?
Who to
organise?
Training
provider?
Y N
<insert
major
tasks of
position>
<insert
training
needs,
if any>
<insert how this will
be achieved>
<inse
rt
when
>
<insert who is
going to deliver
the training>
eg on the job, external
training
DESIGNING A TRAINING PROGRAM 17
What do we want to achieve in the period ahead?
<insert comments>
How will the trainees attitudes change towards the new information provided during training?
<insert comments>
How are we going to make this happen?
<insert comments>
What will you need from the Medical Institution to help you to reach your career goals?
<insert comments>
