Preparing Your Employees for Electronic Medical Records
Preparing Your Employees for Electronic Medical Records
For example, consider the controlling manager who arrives at a business only to discover that the employees work collaboratively. This combination can lead to a significant struggle and obstacles. Alternately, let's consider the savvy executive who approaches the situation with an ability to acclimate, discovering ways to work in harmony with the existing culture at the firm. The latter approach can significantly assist your efforts to gain cooperation from staff when implementing the change to electronic medical records.
Proper planning and the ability to adjust are two tools that can help you avoid the need to drop an electronic medical records project. A cancellation usually equates to a large negative cost to a practice. The 'Change Management' process, one which touts navigating change in a careful and systematic way, is a great tool to employ during this time.
Adaptable Electronic Medical Records Systems : 10 Key Factors
1) Be clear and concise in speaking to each individual. Everyone should understand what is happening and what is expected from each. As long as having confidence doesn't mean being unrealistic, it can be good for morale when problems arise. Be prepared to calm the fears of some staff.
2) The need for a change will not go unquestioned. Present your case in a formal, referenced way which proves the benefits of changing over to a paperless system. Users need an incentive to change their habits, and won't actually use the new tool otherwise.
3) Maintain good communications by keeping a dialogue channel open, encouraging participation at each step. The plan should also include a time line of actions for completion. Make sure to give the staff all the required information in the implementation process.
4) Address the aspects of the culture with explicit detail. People can be expected to learn new skills gradually, taking baby steps toward learning more about technology, including advanced systems such as EPM and EMR. Resistant doctors could cause delays.
5) The presence of problems is a constant reality; expect the unexpected. These types of occurrences could push back the go-live date, and the effects will reverberate throughout the organization. Use the correct degree of flexibility to manage these effects.
6) When gaining acceptance, start at the top. The top tier of staff members, especially physicians and administrators, should be on board with the program, including any champions for the cause. If you have strong allies with the right technological skill, it could assist the entire campaign.
7) Always acknowledge the human aspects. Without acceptance from the staff, a change to a new system could ultimately fail. The prospect of change often adds anxiety to the mix of human emotions, and this should be acknowledged during the process.
8) People should get involved at every level, so that everyone feels they contributed to the outcome. A committee of staff members, formed to create a proposal for delivery to the physicians, is another excellent tool. This committee should be formed from those who will ultimately use the EMR: administrators, business staff, and medical assistants.
9) Always make identifications and assessments of core values and beliefs in a cultural assessment, including possible sources of conflict or resistance. People often become set in their ways, resisting change as a general rule.
10) The leaders of the group should take ownership over project elements. As these staff members have better credibility with their subordinates compared to the physicians, these people are crucial and should be first trained in the new system, then passing the info on through training.
Preparing Your Employees for Electronic Medical Records - To learn more about this author, visit Peter Polack's Website.
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In order to implement important changes at your practice, you must gain buy-in from the staff. Korn/Ferry International cites one of the most common management mistakes as the situation when a new executive tries to implement many changes. If this executive fails to take the existing culture into consideration when they arrive, their initiatives often fail.
For example, consider the controlling manager who arrives at a business only to discover that the employees work collaboratively. This combination can lead to a significant struggle and obstacles. Alternately, let's consider the savvy executive who approaches the situation with an ability to acclimate, discovering ways to work in harmony with the existing culture at the firm. The latter approach can significantly assist your efforts to gain cooperation from staff when implementing the change to electronic medical records.
Proper planning and the ability to adjust are two tools that can help you avoid the need to drop an electronic medical records project. A cancellation usually equates to a large negative cost to a practice. The 'Change Management' process, one which touts navigating change in a careful and systematic way, is a great tool to employ during this time.
Adaptable Electronic Medical Records Systems : 10 Key Factors
1) Be clear and concise in speaking to each individual. Everyone should understand what is happening and what is expected from each. As long as having confidence doesn't mean being unrealistic, it can be good for morale when problems arise. Be prepared to calm the fears of some staff.
2) The need for a change will not go unquestioned. Present your case in a formal, referenced way which proves the benefits of changing over to a paperless system. Users need an incentive to change their habits, and won't actually use the new tool otherwise.
3) Maintain good communications by keeping a dialogue channel open, encouraging participation at each step. The plan should also include a time line of actions for completion. Make sure to give the staff all the required information in the implementation process.
4) Address the aspects of the culture with explicit detail. People can be expected to learn new skills gradually, taking baby steps toward learning more about technology, including advanced systems such as EPM and EMR. Resistant doctors could cause delays.
5) The presence of problems is a constant reality; expect the unexpected. These types of occurrences could push back the go-live date, and the effects will reverberate throughout the organization. Use the correct degree of flexibility to manage these effects.
6) When gaining acceptance, start at the top. The top tier of staff members, especially physicians and administrators, should be on board with the program, including any champions for the cause. If you have strong allies with the right technological skill, it could assist the entire campaign.
7) Always acknowledge the human aspects. Without acceptance from the staff, a change to a new system could ultimately fail. The prospect of change often adds anxiety to the mix of human emotions, and this should be acknowledged during the process.
8) People should get involved at every level, so that everyone feels they contributed to the outcome. A committee of staff members, formed to create a proposal for delivery to the physicians, is another excellent tool. This committee should be formed from those who will ultimately use the EMR: administrators, business staff, and medical assistants.
9) Always make identifications and assessments of core values and beliefs in a cultural assessment, including possible sources of conflict or resistance. People often become set in their ways, resisting change as a general rule.
10) The leaders of the group should take ownership over project elements. As these staff members have better credibility with their subordinates compared to the physicians, these people are crucial and should be first trained in the new system, then passing the info on through training.
Preparing Your Employees for Electronic Medical Records - To learn more about this author, visit Peter Polack's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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