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The failure of EHR implementations is often due to productivity loss, and nothing is more detrimental to productivity than discouraged employees. Before taking the giant leap, it is critical to solidify support from all members of a practice staff and build enthusiasm for the transition. The only proven way to do this is to create a transition team to effectively guide the process and allay fears about the changes to office workflow.
The first team-member role that should be defined is the “physician champion,” who will communicate with fellow providers and foster an environment that is excited about change. No matter how big or small a practice, there will always be naysayers, and that means the champion will need to have strong staff rapport and be effective at communicating the goals of the transition.
This person will have a significant impact on how the new technology will affect patient care, so the other providers must trust the champion to act in their best interests. He or she will act as a “superuser” of the EHR software, possessing a firm grasp on most aspects of its operation, and be available to help the staff with technical questions.
Next, identify the team manager. This may be the office manager or another staff member with good organizational and communication skills.
With the primary responsibility of overseeing the transition team, this person must clearly understand the needs of the practice and keep the process moving forward according to the established timeline. He or she will be the go-between for the EHR vendor and the transition team to ensure that all concerns are addressed and will keep track of information related to the process. Together with the physician champion, the team manager will select the rest of the transition committee.
It is typically beneficial to select one individual from each department—including members of the front, back, and clinical office staff—so that all aspects of office workflow can be considered. It can be invaluable to choose influential individuals who are excited about the new technology. Be sure to spend some time assessing the strengths and relationships of individual staff members prior to making the choice.
Once the team members are identified, the real work begins. The first step is to establish a common vision. Early on, presentations providing a preview of the EHR software can be helpful to ensure that the team members are all on board with the same objectives.
Ask the EHR vendor to provide a demonstration to the entire office that highlights the features of the product and allows them to interact with it. Often, this demo will raise questions and concerns that can then be addressed by the transition team. This leads to the next—and perhaps the most important—step to implementation success: Create buy-in from the staff.
Medical professionals have a reputation, whether deserved or not, of disliking change. After all, routine in the workplace is often the source of efficiency, and disrupting the routine can significantly impact workflow. There is no question that introducing information technologies into an office will be disruptive. For those employees with limited technical skill, the mere idea of spending any more time interacting with computers may be daunting. For others, it may feel like an unnecessary inconvenience.
To address these concerns, highlight ways in which the EHR implementation may save time and make life easier: automating appointment reminders and refill requests, simplifying repetitive office processes, and increasing the legibility of progress notes. What once was handwritten and clipped onto a paper chart can now be documented electronically. This is not only more secure, but also makes it easier to search for notes and other documents later. Charge capture can be dramatically improved with more accurate coding and billing, and staff time can be optimized by avoiding chart pulls and streamlining quality data reporting.
If the technology is used to its full potential, every office process will be affected by the transition. The hope is that ultimately it will provide an opportunity to examine current workflow procedures and improve on them. This can be achieved if the leadership communicates the vision and reason for the change and addresses employee concerns.
The failure of EHR implementations is often due to productivity loss, and nothing is more detrimental to productivity than discouraged employees. Before taking the giant leap, it is critical to solidify support from all members of a practice staff and build enthusiasm for the transition. The only proven way to do this is to create a transition team to effectively guide the process and allay fears about the changes to office workflow.
The first team-member role that should be defined is the “physician champion,” who will communicate with fellow providers and foster an environment that is excited about change. No matter how big or small a practice, there will always be naysayers, and that means the champion will need to have strong staff rapport and be effective at communicating the goals of the transition.
This person will have a significant impact on how the new technology will affect patient care, so the other providers must trust the champion to act in their best interests. He or she will act as a “superuser” of the EHR software, possessing a firm grasp on most aspects of its operation, and be available to help the staff with technical questions.
Next, identify the team manager. This may be the office manager or another staff member with good organizational and communication skills.
With the primary responsibility of overseeing the transition team, this person must clearly understand the needs of the practice and keep the process moving forward according to the established timeline. He or she will be the go-between for the EHR vendor and the transition team to ensure that all concerns are addressed and will keep track of information related to the process. Together with the physician champion, the team manager will select the rest of the transition committee.
It is typically beneficial to select one individual from each department—including members of the front, back, and clinical office staff—so that all aspects of office workflow can be considered. It can be invaluable to choose influential individuals who are excited about the new technology. Be sure to spend some time assessing the strengths and relationships of individual staff members prior to making the choice.
Once the team members are identified, the real work begins. The first step is to establish a common vision. Early on, presentations providing a preview of the EHR software can be helpful to ensure that the team members are all on board with the same objectives.
Ask the EHR vendor to provide a demonstration to the entire office that highlights the features of the product and allows them to interact with it. Often, this demo will raise questions and concerns that can then be addressed by the transition team. This leads to the next—and perhaps the most important—step to implementation success: Create buy-in from the staff.
Medical professionals have a reputation, whether deserved or not, of disliking change. After all, routine in the workplace is often the source of efficiency, and disrupting the routine can significantly impact workflow. There is no question that introducing information technologies into an office will be disruptive. For those employees with limited technical skill, the mere idea of spending any more time interacting with computers may be daunting. For others, it may feel like an unnecessary inconvenience.
To address these concerns, highlight ways in which the EHR implementation may save time and make life easier: automating appointment reminders and refill requests, simplifying repetitive office processes, and increasing the legibility of progress notes. What once was handwritten and clipped onto a paper chart can now be documented electronically. This is not only more secure, but also makes it easier to search for notes and other documents later. Charge capture can be dramatically improved with more accurate coding and billing, and staff time can be optimized by avoiding chart pulls and streamlining quality data reporting.
If the technology is used to its full potential, every office process will be affected by the transition. The hope is that ultimately it will provide an opportunity to examine current workflow procedures and improve on them. This can be achieved if the leadership communicates the vision and reason for the change and addresses employee concerns.
The failure of EHR implementations is often due to productivity loss, and nothing is more detrimental to productivity than discouraged employees. Before taking the giant leap, it is critical to solidify support from all members of a practice staff and build enthusiasm for the transition. The only proven way to do this is to create a transition team to effectively guide the process and allay fears about the changes to office workflow.
The first team-member role that should be defined is the “physician champion,” who will communicate with fellow providers and foster an environment that is excited about change. No matter how big or small a practice, there will always be naysayers, and that means the champion will need to have strong staff rapport and be effective at communicating the goals of the transition.
This person will have a significant impact on how the new technology will affect patient care, so the other providers must trust the champion to act in their best interests. He or she will act as a “superuser” of the EHR software, possessing a firm grasp on most aspects of its operation, and be available to help the staff with technical questions.
Next, identify the team manager. This may be the office manager or another staff member with good organizational and communication skills.
With the primary responsibility of overseeing the transition team, this person must clearly understand the needs of the practice and keep the process moving forward according to the established timeline. He or she will be the go-between for the EHR vendor and the transition team to ensure that all concerns are addressed and will keep track of information related to the process. Together with the physician champion, the team manager will select the rest of the transition committee.
It is typically beneficial to select one individual from each department—including members of the front, back, and clinical office staff—so that all aspects of office workflow can be considered. It can be invaluable to choose influential individuals who are excited about the new technology. Be sure to spend some time assessing the strengths and relationships of individual staff members prior to making the choice.
Once the team members are identified, the real work begins. The first step is to establish a common vision. Early on, presentations providing a preview of the EHR software can be helpful to ensure that the team members are all on board with the same objectives.
Ask the EHR vendor to provide a demonstration to the entire office that highlights the features of the product and allows them to interact with it. Often, this demo will raise questions and concerns that can then be addressed by the transition team. This leads to the next—and perhaps the most important—step to implementation success: Create buy-in from the staff.
Medical professionals have a reputation, whether deserved or not, of disliking change. After all, routine in the workplace is often the source of efficiency, and disrupting the routine can significantly impact workflow. There is no question that introducing information technologies into an office will be disruptive. For those employees with limited technical skill, the mere idea of spending any more time interacting with computers may be daunting. For others, it may feel like an unnecessary inconvenience.
To address these concerns, highlight ways in which the EHR implementation may save time and make life easier: automating appointment reminders and refill requests, simplifying repetitive office processes, and increasing the legibility of progress notes. What once was handwritten and clipped onto a paper chart can now be documented electronically. This is not only more secure, but also makes it easier to search for notes and other documents later. Charge capture can be dramatically improved with more accurate coding and billing, and staff time can be optimized by avoiding chart pulls and streamlining quality data reporting.
If the technology is used to its full potential, every office process will be affected by the transition. The hope is that ultimately it will provide an opportunity to examine current workflow procedures and improve on them. This can be achieved if the leadership communicates the vision and reason for the change and addresses employee concerns.