Elevating Job Tasks to Include Job Roles:"We Provide Food That Heals"

Recently I trained the Food and Nutrition team at a hospital in New York State. As we mapped out each staff interaction with the average inpatient, it was amazing to see how many times they had an opportunity to impact the patient experience. Looking at the touchpoint map, a huge epiphany arose - This Food and Nutrition team actually interacts more consistentlywith the average patient than any other one employee in the hospital - perhaps even nurses - so shame on us if we do not form a relationship with them!

Realizing this, I asked, “Do the people who deliver food in your hospital know they are a part of the care team?”

“What do you mean?”



“Well, doesn’t the food you serve provide a level of comfort for most patients? Does a good meal, served by a warm, friendly employee, have an impact on the patients ability to relax and sleep? Does nutrition and sleep contribute to their overall healing experience? Does great comfort food go a long way in making the patient feel better?”


“Definitely!”


“Do your employees know they have that level of impact? Is that communicated to them on an ongoing basis?”


“... No.”

Most of the Food and Nutrition employees who interact with patients are called “Tray Passers;” that is their title, and that is their job task, to pass food trays to the patient. But considering how often they interact with patients, is that their role in the healing experience?

When I worked for Disney’s Epcot Center theme park, we worked to change two employee job titles to more accurately reflect their role in the customer experience as opposed to just their job tasks. These positions were Ticket Seller and Ticket Taker.

The Ticket Seller was doing just that, selling theme park tickets for exactly what guests asked for (“Four 5-day passes, please.”). But at Disney, it’s much more than that. They needed to help guests plan vacations, not just sell tickets. Staff needed to provide expert advice on how many days to play at the parks, and perhaps even recommend a day off at a water park or by the pool to relax - thus, “Ticket Sellers” became “Disney Vacation Planners”. Their job tasks still included selling theme park tickets, but their role in the guest experience is to help families create magical Disney memories (not just generate maximum revenue).

Many times the Disney Ticket Takers at the front gate of each park are the visiting guests’ very first touchpoint - they set the tone for each guest experience. Sure, they take your ticket, but we needed to challenge them to create an “awesome arrivals” for each and every family. They could do this by welcoming you to the park, complimenting your Mickey Mouse shirt, and congratulating your daughter who’s wearing a “happy birthday” pin. At the end of the day, we wanted to create, “Fond Farewells” by asking staff to thank you for visiting Walt Disney World, ask if you had a great day, and remind you to buckle up, drive safely, and return to us soon. This team was also our last line of defense for service recovery. Because of this, we change their job title from “Ticket Takers” to “Official Walt Disney World Greeters”.

This is what we’re trying to do with Hospital Tray Passers. They don’t just deliver food trays to a “frequent faller in room 402,” they provide sustenance to Mrs. Smith and her daughter, Judy, in room 402. Their food enables the healing process. They are essential in creating a comfortable and caring environment for patients. They are a part of the care team. At the end of the day they should proudly say, “We provide food that heals,” not “We just pass trays!”
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The Importance of Service Recovery

Whether you’re a sales person following up on a catered event, a waiter following up on a meal, or a nurse following up on a patient – be careful what you ask for! Many organizations have scripted “standard operating procedure” responses for employees following up services such as “How was your meal?” or “How was the event?” The problem is, you’re not prepared for any response except, “Great!”

*Names have been omitted to protect the guilty.

Yesterday I needed to pick up diet soda, portabella mushrooms, a red pepper, and some bread. There are three grocery stores equidistant from my house, and I chose the one that is a little cleaner and has a better produce selection. The store was clean, the produce selection excellent, and the staff was friendly. All in all it was a good experience.

As I was checking out, the cashier asked, “Did you find everything okay?” and I mentioned that actually they were out of diet cola and I had had to get caffeine-free diet cola. His response was a very polite, “Oh,” and then he asked if I’d like to donate to the March of Dimes. I hesitated, thinking this was an odd response to my complaint, and even the cashier got a little embarrassed and said, “Yeah, we don’t have your diet soda and now we’re asking you to spend even more money.”

Where did they fail?

Every time I visit this specific grocery store, the cashier asks if I’ve found everything okay. I always answer, “yes,” and feel good that they’ve asked me – I think “this company values customer satisfaction so much that they ask every single customer if their needs have been met. That’s great!”

But when the customer answers, “no,” there’s nothing in place for the cashier to do or say to manage my expectations. I would have had a completely different experience if instead of, “oh,” the cashier had responded, “The diet soda is out? I’m sorry. Would you mind waiting a minute so that I can get someone to check in the back for you?” If I had received that response, I would be telling people about how amazing my portabella mushroom, red pepper, and mozzarella cheese sandwiches (with diet soda) were, instead of about how this grocery store would like you to be satisfied, but doesn’t do anything about it when you don’t “find everything okay.”

The Importance of Service Recovery

This grocery store has taken a great first step to customer satisfaction – just by asking or scripting the question as part of the checkout process. Customers don’t like to complain. In fact, research has shown that close to 94% of your dissatisfied customers will leave without letting you know why – but they’ll definitely tell their story to their friends and family. If you don’t know why customers are dissatisfied, you can’t fix the problem. This grocery store has started on the right path by simply asking each customer if they are satisfied.

But they’ve failed miserably in the next step – service recovery. They have not empowered their front-line employees with knowledge and steps to take if the customer answers, “no.” The customer was first feeling frustrated, and now they are angry because an employee knows they are dissatisfied but has done nothing to resolve the issue. (Don’t ask if you’re not going to do anything about it!)

When your front-line employees are empowered with a service recovery plan for dissatisfied customers, you can quickly and easily convert a frustrated customer (“There was no diet soda.”) into a pleasantly surprised customer (“I can’t believe they went to the back to get it for me.”). That’s how you increase customer satisfaction, and, ultimately, that’s how you create loyalty.

Coming Soon!

Part 2 – Elevating Service Recovery to “Wow!”
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