4 strategies for EHR implementation to ensure long-term success
In many medical practices nationwide, the decision to implement a new, advanced electronic health record (EHR) may usher a wide range of emotions among staff members. While the transition may bring hope and excitement for some, it could signal anxiety and fear for others. Learning new technology can be difficult—even overwhelming—at times. With new EHR implementation comes questions like:
Will I be able to find the information I need when I need it?
Will the new EHR make it harder or easier for me to do my job?
How will I learn everything there is to know about the new EHR?
Why change management matters during an EHR implementation
That’s where EHR change management comes into play. We’re talking about the tools, processes, skills, and principles for managing the ‘people side’ of the new EHR implementation. Without change management in healthcare, medical practices run the risk of failing to obtain the level of enterprise-wide buy-in that’s necessary for long-term success. In fact, recent KLAS research found that the execution of change management and training is where most EHR implementations fall short. The report summarizing this research states that EHR change management efforts are often too late, or they have an overly narrow scope, focusing too much on functionality training during EHR implementation without addressing mindset and process changes, including workflow-specific training in the context of patient care.
What are the four steps to a successful EHR implementation? Effective change management in healthcare requires medical practice managers to perform the following steps during a new EHR implementation:
1. Identify the purpose of transitioning to a new EHR. What doesn’t work about the current EHR, and why is the new EHR better for patients and the medical practice as a whole? For example, perhaps it’s a lack of functionality or a poor vendor relationship. In some cases, a new EHR implementation may arise when a medical practice decides to leverage Certified EHR Technology for purposes of incentive payments. Other medical practices may want to provide more comprehensive care delivery models or participate in a local Accountable Care Organization. Regardless of the reason, practice leaders must convey why the new EHR implementation is necessary.
2. Describe what the future state will look like after EHR implementation. What will the workday look like after the EHR implementation? Consider creating a clear and concise statement about the future vision. Vendor demonstrations can help paint a picture, but visiting other medical practices that have had successful EHR implementations may also be helpful for physicians and staff.
3. Perform necessary workflow changes. Workflow redesign, optimization, and standardization are often necessary to leverage a new EHR for efficiency. Practice leaders must evaluate current paper-based workflows as well as workflows using the current EHR to determine whether and how these workflows will—and must—change. This is particularly true when the medical practice plans to become a Patient Centered Medical Home, join an Accountable Care Organization, or leverage an alternative payment model commensurate with the new EHR implementation. Identifying important workflows that will change—and communicating this information to staff—is a critical part of the change management process.
4. Decide how staff will learn any new skills necessary to use the technology. Training on the new EHR system can be a source of anxiety for many, especially when the medical practice has used the same EHR for a long time. With the current system, staff know how to find information, where to enter certain details into the system, how to run certain reports easily, and more. Having to re-learn these tasks with the new EHR implementation may cause frustration and even fear. Without proper training, a new EHR can potentially slow productivity. Practice leaders must clearly articulate when EHR training will begin, how long it will last, how it will occur, and what staff can expect to learn. Ensure the EHR vendor contract includes training but also be prepared to leverage other types of educational opportunities, such as role-playing and Q&A sessions during staff meetings. Arming staff with as much information as possible can help quell anxiety before, during, and after the EHR implementation.
Patients and change management during an EHR implementation
EHR change management isn’t only for staff members—it’s for patients, too. Transitioning to a new EHR often requires patient education about a new patient portal and other self-service options that patients may be able to leverage. Medical practices may also want to consider letting patients know that physicians and staff are learning a new system and ask for their patience during the EHR implementation.
Best practices for change management during an EHR implementation
Following are several best practices for EHR change management that can help the EHR implementation go as smoothly as possible:
Engage staff at all levels of the new EHR implementation, including planning and evaluation of potential systems.
Identify champions or super users who can sustain momentum.
Pilot process and workflow changes and ask staff for input. Then make adjustments, as needed.
EHR implementation: Partner with the right vendor
As medical practices begin to think about implementing a new EHR, change management is a critical part of the conversation. Starting this conversation as soon in the process as possible can make or break the overall initiative. Learn how edgeMED can help ease the transition.
