Anjari Umarjianto, Perhumasri: Building Reputation through Collaboration
19 June 2019
Anjari Umarjianto, Perhumasri: Building Reputation through Collaboration
Our biggest goal is to build and maintain the reputation of hospitals in Indonesia

JAKARTA, PRINDONESIA.CO – What will be the main focus of the man who serves as the Head of Public Opinion, Communication Production and Coverage Division of the Indonesian Ministry of Health? What are his hopes for the public relations (PR) world in the hospital? Anjari was met after an event at the YARSI University, Jakarta, Wednesday (8/8/2018), the man who is known as a talkative and friendly person told the story to Ratna Kartika, PR INDONESIA. Here is the excerpt.

Indonesia is one of the countries that has the most PR organizations. What makes Perhumasri important and different from existing public relations organizations in Indonesia?

When it comes to hospital public relations characteristics, the story can be long, ha-ha-ha! I believe every PR organization, be it hotel PR, SOE, and other organizations, have their own uniqueness. But, we believe that hospital PR is far more unique.

Hospital is an invisible business. It’s closely related to life and emergency. Besides, there is no industry anywhere that has around 27-29 professions such as hospitals, ranging from doctors, nurses, etc.

In this industry, both the highest and lowest class hospitals has the same complexity. Every procedure and action is the same, it must follow the standard and high technology. The difference is only the specialization. What are the other differences? This question is difficult to answer because the mindset of the leaders who prioritized that hospital is a brand that has not been approved.

What are the dynamics of hospital public relations in Indonesia?

The first is the matter of the existence of PR in Indonesia. Why? Because the core business of this industry is about disease and health. Talking about disease, the one that has the competency is the doctor, while the other medical officer is a part of the supporting team. Therefore, it is normal if non-medical workers, such as PR, do not have a position that is considered important or strategic. It’s like there is no big difference whether it exists or not.

That is the condition that is often encountered in the field, such as at the government hospital which likely has a public relations structure, but does not have marketing. But, even though they have public relations, the role is not strategic.  Their existence is not able to complete the management. Instead, private hospitals generally have a marketing structure, but they do not have PR.

The other reason is that there are not many hospital stakeholders who consider it important to manage the organization’s trust, so from the start these two elements were not included in the management dashboard. They are generally stuck in only prioritizing product. The important thing is there are emergency service and polyclinic. That's it.

On the other hand, the development of information technology which is developing rapidly makes hospitals which are the center of crisis – every day they receive and give services to the patients – are getting more vulnerable to get hit by crisis. Especially with the new regulation and system such as the National Health Insurance (JKN). This system requires them to change and be more efficient. Then discrepancy happens between the ability given by the hospital and the public expectation.

Not to mention, foreign hospitals which leaders have been literate in PR and branding so that they are easier to lead the organization, come as they please. The leaders and hospital management which mostly literate about PR and branding make it easier for them to improve the organization. The understanding of the importance of managing brand reputation ultimately leads to a perception that foreign hospitals are better while domestic hospitals are not allowed to promote.

The need for PR is even more necessary. But since the beginning of PR profession and the urgency to manage hospital reputation were not included in the management strategy, PR which is an old science becomes a new science in the hospital industry.

So when there is a crisis in the hospital, generally they are not successful enough in handling it. Hospital is also one of the industries which relatively unprepared to face a new wave called disruptive era where information technology, social media, and information transparency are growing rapidly. While the impact of the development of technology makes the public more aware of their rights. The demand for public services is even higher.

What is the hospital’s expectation of PR?

Actually the expectation exists if the leader and management understand the task and function of PR. Expectation also exists if the PR system in the hospital has been built. As the top level, for example, the hospital leader must be able to be a good example of PR and convince all hospital communities that they are all PR. Because this lack of understanding causes PR to be a photographer, receives complain, and negotiates if there is a demonstration.

What is Perhumasri’s biggest goal?

Our biggest goal is to build and maintain the reputation of hospitals in Indonesia. The hope is that every time someone asks about the hospitals in Indonesia, the answer will be great. But, to achieve that, we need people who understand the importance and how to manage reputations well and right, starting from PR practitioners, management, to the CEO as the decision maker.

Then, the next goal is to change the mindset, especially the leaders’. The perspective of the leaders and all the people who are involved in the hospital industry must be changed, ”The patients remain full even though we stay like this,” to “If the hospital’s reputation is better, the number of patients will increase and be more loyal.” Therefore, PR as the front guard of reputation management should be placed in a strategic position. They are no longer seen as a cost center, but a revenue center. (rtn)


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