Onboarding Advancements in the new Healthcare Delivery Era

Transcription

1 Onboarding Advancements in the new Healthcare Delivery Era Session Code: MN13 Date: Monday, October 23 Time: 2:45 p.m. - 4:15 p.m. Total CE Credits: 1.5 Presenter(s): Sally Pelletier, CPMSM, CPCS and Amy Niehaus, CPMSM, CPCS, MBA

2 Onboarding Advancements In the New Healthcare Delivery Era Sally Pelletier, CPMSM, CPCS Amy M. Niehaus, CPMSM, CPCS, MBA Objectives Name the top five onboarding nightmares to avoid Identify steps for optimizing the onboarding process across an integrated healthcare delivery system Describe the value of an effective onboarding process to the overall success of your organization duplicated without the express written permission of The Greeley Company, LLC. 1

3 Highly Effective Onboarding Recruitment Contracting Credentialing Provider Enrollment Onboarding Orientation Top 5 Onboarding Nightmares to Avoid Multiple applications Repeated requests for documentation Eligibility criteria not met after hire Ever changing start date Negative impact to revenue stream Defining Onboarding What's In a Name? Human Resources: The action or process of integrating a new employee into an organization or familiarizing a new customer or client with one s products or services Oxford Dictionary duplicated without the express written permission of The Greeley Company, LLC. 2

4 Defining Onboarding What's In a Name? Medical/Professional Staff: The action or process of orienting and integrating a new practitioner into the organized medical staff and healthcare facility through a structured process Defining Onboarding What's In a Name? Medical/Professional Staff:» Recruitment*» Credentialing» Privileging» Orientation EHR training Occupational health General and department specific information ID badge *as applicable to organization s needs Defining Onboarding What's In a Name? Employed/Contracted» Medical Staff plus:» Human Resources» Contracting» Underwriting» Payer Enrollment» Other duplicated without the express written permission of The Greeley Company, LLC. 3

5 What Is Your Other? Courtesy of NorthShore University HealthSystem, Evanston, IL The Five Steps of Credentialing In a New Healthcare Delivery Era Greeley s Integrated 5 Step Credentialing Approach Step 1: Establish policies & rules Credentials committee MEC Medical staff Governing body Management Step 2: Manage information & integrate with recruitment and PE Management Medical staff leaders Step 3: Evaluate & recommend Department chairs Credentials committee MEC Management Governing body or agent(s) Step 4: Authorize Management Step 5: Complete onboarding Management Medical staff leaders duplicated without the express written permission of The Greeley Company, LLC. 4

6 Step 1: Establish Policies & Rules Create a structure that supports standardization and consistency across multiple areas Centralize or integrate functions where appropriate Step 2: Manage Information & Integrate with Recruitment and Provider Enrollment Establish processes and manage information in a manner that recognizes the practitioner as one individual throughout your organization Step 3: Evaluate & Recommend Information collected is used for medical staff leaders and management review Collaborate on common activities when appropriate duplicated without the express written permission of The Greeley Company, LLC. 5

7 Step 4: Authorize Final actions are taken by the governing body or hiring manager based on information collected and recommendations received Step 5: Complete Onboarding All tasks necessary to appropriately and effectively set up a new practitioner within your organization are completed in an efficient and timely manner Best Practice Solutions to Improve the Onboarding Experience Re creating the wheel duplicated without the express written permission of The Greeley Company, LLC. 6

8 Process Development Courtesy of NorthShore University HealthSystem, Evanston, IL Roadmap to Success Involve key stakeholders Map existing process Identify opportunities and challenges Redesign process Achieve buy in Implement new process Evaluate regularly; modify as needed Key Stakeholders Practitioner Practice Manager Recruitment Contracting Human Resources Medical Staff Services Finance Information Technology Marketing Purchasing duplicated without the express written permission of The Greeley Company, LLC. 7

9 Map Current End to End Process Compare criteria and requirements Document workflows Workflow Diagram Example Map Current End to End Process Compare criteria and requirements Document workflows Evaluate timing of activities duplicated without the express written permission of The Greeley Company, LLC. 8

10 Hiring Timeline Map Current End to End Process Compare criteria and requirements Document workflows Evaluate timing of activities Review roles and responsibilities Employ change management techniques Process Redesign Streamline Operations Align requirements Assign activities based on process, not department Eliminate duplicate activities Share information as appropriate Develop communication tool/database Consider liaison or navigator role Implement quality improvement process duplicated without the express written permission of The Greeley Company, LLC. 9

11 Top 5 Nightmares Avoided? Multiple applications Repeated requests for documentation Eligibility criteria not met after hire Ever changing start date Negative impact to revenue stream Process Redesign Practitioner Focused Establish mandatory orientation and incorporate online components Assign a practitioner mentor Provide tools for success Set and measure expectations Process Redesign Practice Growth Institute (NSUHS)» Within first 90 days» Tools to navigate system review» Strategies to avoid malpractice, reinforce our culture» Key methodologies on earning patient loyalty» Essential information and best practices» Flow of revenue» Speakers consist of President, Lead PCP & Lead Specialty Care, Quality Officer, Customer Loyalty, Risk and Physician Engagement Champion Courtesy of NorthShore University HealthSystem, Evanston, IL duplicated without the express written permission of The Greeley Company, LLC. 10

12 Return on Investment Operations» Reduce turnaround time» Eliminate non value added tasks Provider/Employee Relations» Improved satisfaction and retention Financial» Reduce costs» Increase revenue Revenue Impact Calculator tat NAMSS 2017 Thank You for Being with Us Today! Sally Pelletier, CPMSM, CPCS Advisory Consultant and Chief Credentialing Officer Amy M. Niehaus, CPMSM, CPCS, MBA Senior Consultant The Greeley Company 5 Cherry Hill Drive, Suite 200 Danvers, MA duplicated without the express written permission of The Greeley Company, LLC. 11

13 Questions? duplicated without the express written permission of The Greeley Company, LLC. 12