Case Study: LIFETIME Care At Home Uses Client/Caregiver Satisfaction to Motivate Office Staff

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About LIFETIME Care at Home

LIFETIME Care at Home started in 1999 with a clear focus: to be a top private non-medical in-home care provider for those who need a trusted resource beside them to help get through the daily challenges of living more confidently.

With three decades of experience in healthcare, especially in hospitals, Guy has deep experience in management for care settings and a sharp understanding of how home care agencies can better work with referral partners across the care continuum. Guy is a leader in the home care space; in addition to running a highly successful home care agency, he also sits on the board of the Connecticut home care association and is a frequent speaker and author for various conferences and publications around the United States.

One of the most important elements of success for any agency leadership is to get their staff fully invested in the vision of the company.

Some home care agency owners/administrators are successful at this; however, many struggle to get their staff as invested as they are in making sure clients and caregivers are receiving an unforgettable experience.

LIFETIME Care at Home has found that by using measurable client/caregiver satisfaction as a North Star and holding staff accountable to the numbers, they just might have cracked the code on staff engagement.

“The satisfaction piece of this work needs to be used as a driver. The financial benefits will follow.”

“You’ve got to be in home care for the passion and compassion,” says Guy Tommasi, owner managing director of LIFETIME Care at Home. “If taking great care of people isn’t your driver, you lose your edge. . . The satisfaction piece of this work needs to be used as a driver. The financial benefits will follow.”

Guy’s point is that while revenue, profits, and operations are necessary and extremely important, at the end of the day it’s client satisfaction that should bring the most fulfilment to home care professionals. Measuring it so that you can keep a strong pulse, he says, is the key to it all.

Guy discusses how the data provides accountability and motivation for his staff:

“When our monthly surveys from Home Care Pulse come out, my staff knows that the following week, it will be discussed at our staff meeting. They are each responsible for an area of the report. If they’re below a 9 [out of 10], they need to be prepared with an answer of what we need to do to improve it. It’s an approach that’s made us better providers and employers.

“We post the results in our conference room. My staff sees those numbers go up, and they have ownership in that. It forces them to address it on their own terms. The motivation is moving the score from an 8 to a 9.

“They’ll go and talk to clients on their own to find out what we need to do differently. Is there something we didn’t do to address that personal need? It’s all focused on improvement.

“We’ll sit and discuss it in our meetings. The staff member [responsible for the metric in question] will have ideas, but everybody else around the table will jump in with ideas too.”

Their results speak for themselves. In addition to consistent revenue growth and improved caregiver turnover, they’ve nearly doubled the length of time that clients stay with their agency, and they continue to see strong growth year-to-year.

“When it’s all said and done, customer service is what tilts the scale,” says Guy. “If we’re able to provide exceptional customer service, we’ll win every time. And the way we know we’re winning or not is by the results we’re seeing in our surveys from Home Care Pulse. A third party is asking the questions we want asked and finding out what we can do better.”

If we’re able to provide exceptional customer service, we’ll win every time. And the way we know we’re winning or not is by the results we’re seeing in our surveys from Home Care Pulse.

Michelle Tagge

Guy Tommasi
Owner
LIFETIME Care at Home

One of the most important elements of success for any agency leadership is to get their staff fully invested in the vision of the company.

Some home care agency owners/administrators are successful at this; however, many struggle to get their staff as invested as they are in making sure clients and caregivers are receiving an unforgettable experience.

LIFETIME Care at Home has found that by using measurable client/caregiver satisfaction as a North Star and holding staff accountable to the numbers, they just might have cracked the code on staff engagement.

“The satisfaction piece of this work needs to be used as a driver. The financial benefits will follow.”

“You’ve got to be in home care for the passion and compassion,” says Guy Tommasi, owner managing director of LIFETIME Care at Home. “If taking great care of people isn’t your driver, you lose your edge. . . The satisfaction piece of this work needs to be used as a driver. The financial benefits will follow.”

Guy’s point is that while revenue, profits, and operations are necessary and extremely important, at the end of the day it’s client satisfaction that should bring the most fulfilment to home care professionals. Measuring it so that you can keep a strong pulse, he says, is the key to it all.

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About LIFETIME Care at Home

LIFETIME Care at Home started in 1999 with a clear focus: to be a top private non-medical in-home care provider for those who need a trusted resource beside them to help get through the daily challenges of living more confidently.

With three decades of experience in healthcare, especially in hospitals, Guy has deep experience in management for care settings and a sharp understanding of how home care agencies can better work with referral partners across the care continuum. Guy is a leader in the home care space; in addition to running a highly successful home care agency, he also sits on the board of the Connecticut home care association and is a frequent speaker and author for various conferences and publications around the United States.

“They are each responsible for an area of the report. . . They have ownership in that.”

Guy discusses how the data provides accountability and motivation for his staff:

“When our monthly surveys from Home Care Pulse come out, my staff knows that the following week, it will be discussed at our staff meeting. They are each responsible for an area of the report. If they’re below a 9 [out of 10], they need to be prepared with an answer of what we need to do to improve it. It’s an approach that’s made us better providers and employers.

“We post the results in our conference room. My staff sees those numbers go up, and they have ownership in that. It forces them to address it on their own terms. The motivation is moving the score from an 8 to a 9.

“They’ll go and talk to clients on their own to find out what we need to do differently. Is there something we didn’t do to address that personal need? It’s all focused on improvement.”

“We’ll win every time.”

“We’ll sit and discuss it in our meetings. The staff member [responsible for the metric in question] will have ideas, but everybody else around the table will jump in with ideas too.”

Their results speak for themselves. In addition to consistent revenue growth and improved caregiver turnover, they’ve nearly doubled the length of time that clients stay with their agency, and they continue to see strong growth year-to-year.

“When it’s all said and done, customer service is what tilts the scale,” says Guy. “If we’re able to provide exceptional customer service, we’ll win every time. And the way we know we’re winning or not is by the results we’re seeing in our surveys from Home Care Pulse. A third party is asking the questions we want asked and finding out what we can do better.”

When it’s all said and done, customer service is what tilts the scale.

Michelle Tagge

Guy Tommasi
Owner
LIFETIME Care at Home

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