2026全球医疗行业体验趋势报告

Introduction patient and their care team is more personal than inany other industry. Just getting to a healthcare visitcan be stressful, not to mention what happens in theroom itself. Patients need to believe the people caringfor them are working in their best interest. And the care experience reflects the employee experience andvice versa. When clinicians feel supported, safe, andrespected by their organizations, patients feel it. Whenthat trust erodes, clinicians begin to wonder whethertheir values are aligned with the workplace and, over where organizations are falling short, and what the gapbetween the two means for care.Trust permeates every corner of the healthcare experience. Compared to all other industries, hospitalsand medical clinics are the most trusted, which is bothan opportunity and a responsibility. A trust-basedhealthcare organization delivers the care that patientsneed, the workplace environment clinicians deserve,and the competitive advantage organizations cannot through the door. A one-size-fits-all approach will missmore people than it reaches. To earn trust at scale,healthcare organizations need to understand howdifferent patients experience care and then meet them burden are affecting clinicians, and what organizationscan do about it. It examines where patients fit intosafety culture—and why bringing them into that Meet the experts 5Trend 1 //Trust is the primary driver of patient experience, and it is not one-size-fits-all Trust is the primarydriver of patientexperience, and it isnot one-size-fits-all Trust drivespatientexperience across every demographic and is the #1 driver oftheNet Promoter Score (NPS). you've had. Our research shows that trust has anoutsized impact on NPS: a low trust score drops it by46 points, while a high trust score raises it by 29—a75-point swing on a single variable. WHAT CREATES TRUST? Different patient populations experience trust differently, and healthcare organizationsneed to understand those differences to act on them. When underserved patients don’tfeel cared for as individuals, only 9% rate trust high. Middle-aged patients are especiallysensitive to poor teamwork among staff, with high trust falling to 4%. Even among those Patients build trust from what they see, feel, and experience over time. Trust growswhen patients feel genuinely cared for as individuals, when they see their care teamworking in coordination, and when getting care doesn’t feel like an obstacle course. Demonstrating care, working well together, and making care easy to access are all clearmeasurable and actionable levers in healthcare that providers can use to grow trust withtheir patients. STRATEGIC ADVICE 02Explore what each patient segment Obsess over consistency 01Get curious about the data today “Trust has layers. It’s notonly about whether I trustmy hospital—it's also aboutwhether I trust my doctorand my care team. When so you can build for tomorrow values and design for it people, your website, your call center,or your patient portal, the experienceshould feel like one organization.Develop consistent standards fornot just what you say, but how yousay it. Messaging such as, “Your bill collapses when they don’t feelcared for as individuals. Middle-aged patients react sharply to poorteamwork. Younger patients wantease of access. The experience youdesign should reflect the experience treat and their demographics, andthen take inventory of who returnssurveys and through which modes.The information will reveal whetheryour listening strategy needs a tune- “ human experience, it's really about understanding what mattersmost to people. We need this understanding when designing forpatients, because their values will be reflected there. Chief Nursing Officer, Qualtrics Trend 02 Clinician burnoutremains a serious andpersistent problem Burnoutdegrades theentire care climb, rising from 31% to 32% year over year. Thisshift is largely driven by increases in staff burnout,not nurses and doctors. The expectation, meanwhile,has not changed: deliver exceptional care, every clinicians are running on empty. Burned-out medicalprofessionals rate themselves significantly loweron the dimensions that matter most to patients:communication quality (17% lower on a 1-5 scale),cross-functional collaboration (14% lower), andpsychological safety (16% lower). They are also far NOT A PEOPLE PROBLEM AT THE SOURCE listening technology, which automates clinicaldocumentation and addresses the workload problemdirectly. Early adoption data shows meaningful returnsin both productivity and clinician well-being. work is designed, not from a lack of individualresilience. Our data points to five systemic drivers: 2.Low culture of safety scores3.Lack of continuous improvement inhow work gets done The most forward-thinking healthcare organizations recognize that the employee experience and thepatient experience are deeply interconnected. Whenclinicians feel heard, supported, and val