Steps to Prepare for EMR Implementation

There are many benefits of electronic medical records systems. To name just a few:

-Better Access to Data
-Better Charting
-Improved Care Management
-Better Prescribing
-Boost Efficiency
-Lower Costs

The ultimate success of your EMR system however, will have as much to do with good planning and implementation as with the software itself. A bad Electronic Medical Record system that is well implemented will far exceed the results of a good EMR system that is not well implemented.

One of the most challenging aspects of implementing an electronic medical records system is managing its effect on the staff.
Adapting the existing office culture to facilitate the staff's acceptance of a switch from paper records to EMR is often the most crucial aspect of the project. Some steps to achieve a smooth transition are:

Planning
Take time to properly plan the project and make minor changes as you move forward. Employ the concepts of change management, which are essentially making changes in a planned and systematic fashion.

Employee "Buy in"
Employee "buy in" to a new system is crucial. As with any change, many of the office jobs will change, and there will be anxiety. Without the cooperation and support of employees, the new system will probably fail.

Commitment of Key Staff
Key staff, including the physicians and administration, should be on board. It is strongly advised that a key individual should be a physician who is committed to see the project through to the end.

Active involvement of all staff layers
Form a committee of employees to evaluate different systems and let them make proposals to the physicians. Take proposals seriously, and actively consider them. After all, these are the people who will be using the system. Everyone needs to feel that their contributions are important. Serious consideration of all proposals will help to foster employee "buy in" to the project.

Train the Trainers
Identify leaders in each of the key areas who will act as project managers for their area. These people will have more credibility with their subordinates than the doctor. Train these core people and then use them to train the rest of the practice.

Encourage Feedback
Encourage constant feedback. Lay out a plan and sequence of action. Keep staff informed and involved in the process.

Assess the cultural landscape.
Identify core values, beliefs, perceptions, and sources of resistance. People get set in their ways: the employee who doesn't know how to use a mouse or the doctor who can't check e-mail.

Advance slowly if Necessary
Staff should gradually learn to use a computer, a mouse, e-mail, and more sophisticated programs like practice management software (EPM), then finally EMR. Keep less enthusiastic physicians involved, otherwise they'll be resistant.

Seek Advice From Outside Sources
There are several books available which offer sound and practical advice on the implementation of an EMR. Take advantage of the experience of others, and employ their proven strategies.

None of these suggestions will eliminate all of your problems, but it will lessen the risk of your office turning into a case-study against EMR.