Acceptance is always important for success, especially with a project as large as an EMR system implementation. You will first need to get firm commitments from the top executive branches of the office, and this should extend to all levels of the organization. A single detractor in a position of power can knock down the enthusiasm of those around him. A senior partner or manager may have to step in if the practice discovers that a physician is actively working against the success of the project. It is also important to notify your patients of the plan to implement new technology in practice; When your clients agree with this view, they are more likely to tolerate the little inconveniences as your practice solves the little problems to upgrade.
Most professional project managers would list the “people factor” as the main cause of project failure. In many cases, the root of this problem can be traced back to poor planning and Workday Training. The transition to electronic graphics can be stressful for some people, and this could be intensified if they are learning a new system and dealing with regular responsibilities at the same time. It’s a good idea to designate a few staff members to take on the task of training others, becoming the go-to people for the system in situations where problems arise.
Training audits are a great way to make sure your staff is ready to go before the launch date. One practice requested the office coordinator to provide training on the EMR system prior to the launch date. Weekly sessions were scheduled and the coordinator thought that everything was going quite well. However, when the launch date rolled around, it soon became apparent that some of the employees were having a difficult time using the new system.
How did this happen? Well, unfortunately, the training didn’t actually audit how well each employee was trained. Simply sending staff members through an instructional course does not guarantee that they actually learn to use the system. In our office, tape recorders documented the exams, which were dictated by doctors. When the medical assistants finished the course, they were tested on the EMR system. Each was assigned a performance-based grade. Some major users, such as technicians, had to test more than once until the highest levels of performance were demonstrated.
Also note the unfortunate fact that skills fade after long periods of inactivity in use. This is especially likely if the release date is postponed, as it was in our case. At best, the workday should provide ample opportunities to practice and develop new skills. As an alternative, consider organizing practice sessions at the end of the workday, so that those who do not have time during work hours can still prepare. Of course, motivation is a prime factor for learning and successful implementation; Remind staff that you know they are working hard and that proper implementation is a team effort.