Staff Training : The Process
Staff Training : The Process
Still, the majority of medical practices require much more than just simple software installation and staff training. The change over to electronic medical records is a shift of the entire culture at the practice. Addressing this issue thoroughly can make or break the success of a project. Now, let's discuss the staff training process.
EMR training in three steps:
Identify Skill Level
Today most younger people are well-familiar with the Internet, computers, and PDAs. However, a large percentage of adults still have limited experience with the latest technology. It's a lucky fact that most doctors must keep with technological advances, out of necessity. Most use computers regularly. Still, many other staff members have limited exposure to computers at work - and limited skill as a result. In order to gauge an employee's computer literacy, they can be asked about the applications they've used, and examples of the sorts of tasks performed. It's also possible to tell an employee's competency through the vocabulary than they are familiar with.
Bring Staff Up to the Necessary Skill Level
When preparing to implement an EMR or EPM system with a graphical user interface, your entire staff will need to possess at least some computer skills. These include drag-and-drop, as well as understanding how files are saved on a computer. The particular tasks will differ depending on the staff member's job description. For example, almost all of your employees will need to know how to use the system to look up appointment info.
Some staff members will need to be able to check patients in and out; others will have to post money or generate claims. Maybe the technical staff won't have to understand the claims process, but they will surely need to be proficient using EMR.
Plan to Train on the New Software
The electronic medical records committee must design a training plan which takes the above factors into consideration. The committee will have to determine what the common tasks for every employee will be, then adding additional skills of increased complexity to the appropriate departments and jobs. The entire staff roster should be taught the system basics. Next, the department should rotate through the training room to receive training on the necessary tasks for their particular jobs. A manual was prepared for the EPM software module, and another is being written for the EMR module. Improvements will be made to this training manual throughout the training process.
Staff Training The Process - To learn more about this author, visit Peter Polack's Website.
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In the past year I've made an attempt to take readers along as our practice makes the transition from paper record-keeping to electronic medical records (EMR). Colleagues have inquired about why the process is so long and complicated. Some of the articles written about electronic medical records cite projects that require only three or four months to complete. Perhaps this is possible - for a technically-savvy practice which already uses basic EMR from one location.
Still, the majority of medical practices require much more than just simple software installation and staff training. The change over to electronic medical records is a shift of the entire culture at the practice. Addressing this issue thoroughly can make or break the success of a project. Now, let's discuss the staff training process.
EMR training in three steps:
Identify Skill Level
Today most younger people are well-familiar with the Internet, computers, and PDAs. However, a large percentage of adults still have limited experience with the latest technology. It's a lucky fact that most doctors must keep with technological advances, out of necessity. Most use computers regularly. Still, many other staff members have limited exposure to computers at work - and limited skill as a result. In order to gauge an employee's computer literacy, they can be asked about the applications they've used, and examples of the sorts of tasks performed. It's also possible to tell an employee's competency through the vocabulary than they are familiar with.
Bring Staff Up to the Necessary Skill Level
When preparing to implement an EMR or EPM system with a graphical user interface, your entire staff will need to possess at least some computer skills. These include drag-and-drop, as well as understanding how files are saved on a computer. The particular tasks will differ depending on the staff member's job description. For example, almost all of your employees will need to know how to use the system to look up appointment info.
Some staff members will need to be able to check patients in and out; others will have to post money or generate claims. Maybe the technical staff won't have to understand the claims process, but they will surely need to be proficient using EMR.
Plan to Train on the New Software
The electronic medical records committee must design a training plan which takes the above factors into consideration. The committee will have to determine what the common tasks for every employee will be, then adding additional skills of increased complexity to the appropriate departments and jobs. The entire staff roster should be taught the system basics. Next, the department should rotate through the training room to receive training on the necessary tasks for their particular jobs. A manual was prepared for the EPM software module, and another is being written for the EMR module. Improvements will be made to this training manual throughout the training process.
Staff Training The Process - To learn more about this author, visit Peter Polack's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan'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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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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