How communication is helping build synergy across the healthcare landscape

In the last 10 years, PR has taken a different dimension, especially after the entry of social media and the rapid shift to digital, especially in the pandemic period. However, at the same time the industry has been facing stiff challenges, moreover client expectations has also increased, with more emphasis being given to digital and online reputation management. The industry has undergone a radical shift and the current times have pushed the industry to change gears.

In this interaction with Adgully, Ajey Maharaj, Head - Corporate Communications & PR, Fortis Healthcare Limited, speaks about the challenges that the hospital sector faced during the pandemic period, learnings in the past year from a communications point of view, why it has become important for organisations to work with PR partners in these though times and more.

The pandemic has disrupted most of the sectors. You are in the healthcare sector. How did Fortis Healthcare navigate during these times managing the communication crisis?

The unprecedented pandemic brought along with it many challenges as well as a unique opportunity for every organisation to re-strategise, re-think and prioritise what is important in our lives, especially our health and well-being. It has also taught us that, if required, we can act rapidly and re-structure our operational systems and internal mechanisms.

For the hospital sector, this was a period of additional pressure and there were a lot of expectations. We were working on maximum patient recoveries as well as strengthening our communication outreach with existing patients, customers and stakeholders. Therefore, firstly, we focused on the right messaging for citizens on how to face and handle the uncertainty and fear, promote COVID-19 appropriate behaviour, providing right medical advice and busting any misconceptions around testing, treatment and vaccinations. Secondly, it was important to communicate to existing patients to visit our hospitals for consultations, if necessary, as our premises were safe and infection free, or alternately, contact their regular clinicians at Fortis through e-consults. Thirdly, we started a number of initiatives across our hospitals in public and employee interest and also worked closely with public authorities on the vaccination drive. Our clinicians were also able to participate on varied media platforms and panel discussions on emerging developments, right COVID-19 care, post recovery care and also around the larger issues of healthcare infrastructure and public-private partnerships.

We also ensured internal communication and coordination with all our 28 hospitals across India through to maintain strict adherence to Government and institutional guidelines, training and education of our staff and allied workforce. We launched an e-newsletter to showcase the efforts being undertaken across Fortis, accelerate cross-unit learning and recognise the frontline workers.

Healthcare is a very essential and sensitive sector. What are some of the learnings you had from the communication point of view in managing the situation for the last one year?

There have been several valuable learnings in the past year from the communications point of view:

Firstly, we all learnt that it is important to communicate. This was a time for collective efforts and keeping the channels of communications open with internal and external stakeholders was essential to ensure correct messages were shared and misconceptions or communication gaps were prevented. Technology was a gamechanger during the time, both in terms of healthcare delivery and sustaining communication. We also learnt that we should make use of technology more often to maintain patient as well as staff connect.

Communication helped build synergy across the healthcare landscape – every hospital and institution learned from one another as this was a new and unprepared crisis for many within the healthcare sector itself.

As the pandemic was a national crisis, Fortis recognised the importance of our clinicians to go beyond their core specialities and participate in public discourses and multi-stakeholder platforms to share perspectives on the larger healthcare issues in India and emerging developments across the globe.

Most importantly, communication helped many people stay informed and calm as fear and uncertainty prevailed.

What was the role of digital for the healthcare sector? How did you leverage digital especially to manage your online reputation?

The pandemic opened the gates for all businesses to adapt to the constantly changing circumstances by going completely paperless and making greater use of technology for working, connecting, networking, communication, education. Virtual connect and e-consults have helped hospitals to stay connected with patients, something which was not done widely before. A good number of webinars, social media live sessions and podcasts were organised, where the doctors created awareness around COVID-19, importance of vaccinations, post-COVID-19 complications, rehabilitation, preventive health check-ups and delayed treatment leading to rise in non-communicable diseases.

What are some of the best PR practices that you follow when you work with your PR partner? How do you measure the impact of your PR campaigns?

Needless to say, it is important for organisations to work with PR partners to ensure sustained communication and maximise outreach with our key stakeholders.

If we talk of best PR practices, then the recommended approach is:

  • Considering the PR agency as not a service provider, but a partner in every sense
  • Adopting a consultative approach at all times for best possible outcomes
  • Working on mutually agreed plans at the beginning of the year and working together towards the deliverables
  • Planning campaigns together and supporting each other
  • Managing crisis through a framework-based, methodical approach
  • Understand that traditional media and PR do not exist anymore and we have to adapt as per the evolving scenarios

Many brands and clients want to achieve thought leadership position overnight. We all know that attaining thought leadership position as a spokesperson and brand takes time. What’s your view on thought leadership?

Thought leaders need not be cutting edge in terms of their ideas, but they should inspire and influence others. Thought leadership is certainly not created overnight. It takes a lot more than one blog, social post or networking event to cement oneself as a trusted figure in any field. Expertise, insight and a valuable perspective are elements that lead to thought leadership status. Experience and Knowledge are gained with time, patience, hard work, and a willingness to listen and learn from others. It is credibility combined with expertise with a measure of humility, honesty and an appreciation for the humane aspect of leading people.

The Indian medical council keeps a hawk’s eye on the healthcare sector, especially the hospitals. What are some of the challenges you face when working on your messaging and communication strategy for Fortis Healthcare?

Yes, it is true that the hospital business is not entirely understood in the public domain. People expect healthcare to be free or subsidised and there is a section of the society which believes that private hospitals only exist to profit. The fact is that the private healthcare sector has been at the epicentre of pandemic management. The pandemic placed pressure on the sector like never before. In addition to the enormous demands of treating a new disease and enabling maximum recovery of patients, we also faced a huge drop in footfalls and business impact. It is true we had to revamp our entire operational style, management and turned some of our units overnight into COVID-19 facilities. We also did not have enough clinicians to manage COVID-19 as our hospitals are multi-speciality centres. However, these aspects are not talked about and focus is only on shortage of beds or equipment.

As a healthcare service provider, we have to constantly work on our messaging, be quick in our media responses, ensure transparency and convey facts. We need to have our crisis management systems in place always. We also make efforts to focus on positive stories and patient testimonials as they are invaluable for us. It is always work in progress for us.

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