Implementing an EMR system within your business is not as easy as getting the software right out of the box and setting it up. In fact, it's far from the truth about how the process really works.
The implementation of electronic medical records is a scary task for most practices, and the federal states believe that the EMR failure is about 30%.
For some reasons, some failures are due to software and hardware problems, but most of the time; The problems are due to human error – poor planning, lack of communication and poor training.
The biggest challenge with EMR implementation is to control the people involved, not the actual software or hardware installed. When using the EMR system, you are basically asking the staff to learn new skills and to change their daily working methods. Changes in medical services can be difficult to take on.
The first step in implementing the process is to establish a project team. Anyone in your team will obviously depend on the size of your business. If you are a solo player, you are a technical manager, though you can impose some responsibility on others.
Project Manager will also be required to coordinate implementation with your EMR vendor. Usually in a small office, the office manager will play this role. Larger practices with some doctors may need to hire a temporary project manager or consider using a consultant.
If you have a small office, it is important that you are all in the team. If you do not include everyone in the group and exclude certain individuals from giving their input, do not expect them to buy into the EMR system. In a larger exercise you would like to have all that opinion, but you will obviously limit the size of the project to maintain efficiency. It's important that you work members in the group from each department within your business – receiving, clinical, medical records, billing and administration. It is important that you choose individuals from each department who are interested in the project and open minds about changes and recommendations.
When the timing is involved in rolling out an EMR system, there are usually two methods taken. The first is based on the big bang theory, which means in one day switching to the new system and go straight to it. Another approach is incremental and consists of performing various functions of the EMR system over a six-month period.
With the big approach, you can implement the EMR system immediately and as a result, you get a faster return on your investment. The conclusion to this approach is that it can create a complete mess and lead to such resentment that end users leave the EMR system.
Increasing implementation is usually easier for users to approve and fix themselves too. If the EMR system has a billing and scheduling module, first implement it to make sure your job will be paid. Then consider the implementation of e-check and messaging within the office. The idea is to implement the features that are first giving you the best results in efficiency. As users begin to see the efficiency achieved, the system will be increasingly adopted.
The last step should be to write patient hours with the templates that come with the application as many doctors find this part of the process most annoying. If you customize your template, it's the key to keeping them as simple as possible so that all members who use them will be happy with the system.
The next important step in implementing this process is to make sure everyone is well-trained and happy with the system. Someone who does not know how to navigate programs with confidence will probably leave the system.
You must keep in mind that you must work with people who have different technical skills. This means that you must evaluate the basic computer skills of all of your work. The key is to give EMR lessons to the lowest common denominator so that no one understands. If you do not get all the speed and bring them to the same page, some people can understand and be dissatisfied with using the system.
Once your training is completed and your staff considers it appropriate to use the system, it is time to move to use it at work. If you decide to take a gradual approach, each newly announced activity will "go today." The key is to give each action a trial before it is taken to ensure that the software and hardware are working.
The biggest challenge to go straight ahead will be when the practice differs from the use of paperwork in order to use the EMR to evaluate patience. The key is to plan ahead and go during a slower period of the year.
In the first week of life, it's a good idea that your staff often met to discuss your progress, identify problems and address additional training needs.
The biggest success to the EMR system is to ensure your team is dedicated to success and that everyone is encouraged to achieve the same goal. Make sure and put realistic expectations and reward staff to achieve these goals.
Make sure and listen to all the concerns and complaints during the process and to deal with these issues when they arise. People want to give their input and feel like part of the team, even if they do not expect everything to go. Listening becomes an important skill when working with doctors who are learning a new EMR system.
Unmatched EMR system approval among physicians in a group can be an absolute failure because they end with two parallel recorders – one on paper, one electronic – along with two different workflows. If this happens, you can not forget to achieve the desired results from your investment. The goal is to have a physician who truly believes in the implementation of EMR and work with others who are skeptical of receiving them aboard using the system.
The most important part of the project is a hundred percent commitment throughout the process. It will sometimes happen when work is difficult and annoying, but eventually, when EMR has been able to accommodate and accept, those benefits will offset the challenges that the exercises needed to get over to get there.