![部署远程收入周期劳动力Web](/Areas/CMS/assets/img/blank.gif)
作为必要的云顶集团工作者, 医疗保健提供者不受强制在家工作(WFH)指令的约束. 然而, organizations are doing their part to flatten the curve and shift employees not involved in direct patient care to a remote model. 对于许多, this means transitioning the revenue cycle—traditionally a brick-and-mortar operation—to a WFH setting.
While a shift to remote labor to offset costs has been a future vision for many high-performing organizations, the sweeping changes related to the COVID-19 response have resulted in strategies that would normally take years to implement being condensed to just weeks. Many leaders were not afforded the luxury of evaluating and instituting robust implementation plans to ensure the continuity of operations; however, this does not mean that operations must languish throughout the balance of the current crisis. 事实上, the ability of the revenue cycle to continue operating efficiently is even more critical at a time when organizations are facing tremendous financial implications. And while there is still much uncertainty about the timeline and lasting impact of the pandemic, 收入周期的领导者必须灵活, 向那些已经实现了健壮的远程团队的组织学习, and align operations for a potential sustained WFH period while looking ahead and developing strategies for the future.
确保今天的成功
建立基线WFH基础设施
Revenue cycle professionals must have fully functioning workstations with the necessary tools and technology available to effectively carry out their duties in a WFH setting. 而一个完全成熟的WFH基础设施是理想的, 以下组件, 至少, must be in place today to ensure that operational capacity is not unnecessarily bottlenecked:
- VPN或远程访问以确保PHI不会通过不安全的家庭网络传输
- A稳定、高速的互联网连接 to effectively utilize EHRs and other commonly used tools that require sufficient connectivity
- 可靠的电话, 最好是利用互联网协议语音(VoIP)的解决方案
促进专业
Transitioning to a WFH environment will be a dramatic change for many revenue cycle employees. It will be critically important for managers to employ the same standards that are expected in an office setting.
- Establish consistent work hours and timekeeping requirements, and make them clear to staff. Provide reasonable flexibilityto allow staff to accommodate child-care requirements and other unexpected tasks created by the COVID-19 pandemic.
- 加强生产力和质量标准,and clearly communicate the expectations and accountability process for decreased performance.
加强HIPAA标准
卫生与公众云顶集团部 指导 concerning HIPAA and COVID-19 states that covered entities must continue to implement “reasonable safeguards” to protect patient information against intentional or unintentional impermissible uses and disclosures. The key takeaway for revenue cycle leaders is that the security of PHI must continue to remain a top priority, 即使在前所未有的时代.
- 只要有可能, staff should maintain a dedicated office space in their homes and use privacy screens on their equipment.
- They should also be vigilant about locking their computer when they leave their office space and not discuss patient information with others present.
- Printing at home should be prohibited unless necessary and only allowable when the physical security of PHI can be verified.
在典型的WFH转换中, organizations may validate the security of the remote employees’ workspace during an in-home IT setup; the current COVID-19 situation does not allow for this degree of thoroughness. 至少, redistribute and reinforce HIPAA policies and training materials to make sure staff understand the ongoing importance of protecting patient privacy.
强调沟通与协作
管理WFH员工队伍的一个重大挑战是保持员工之间的联系, 订婚了, 和通知, 因此,在WFH环境中促进沟通与合作非常重要.
- 学会每天开会.
- 在经理和员工之间进行有意义的、每日一对一的互动.
- 将部门会议和其他相关会议安排在日程表上.
- 为目标和期望制定“每日摘要”.
- 提供多种沟通渠道(例如.g., 通过微软团队进行的会议, 在OneNote笔记本上放置笔记和操作项目).
进一步, an unfamiliar environment may cause employees to feel isolated and stuck in a repetitive cycle. 优先考虑员工敬业度,并找到让员工开心的方法. 鼓励虚拟的咖啡休息时间, 午餐和学习,和视频会议,以保持面对面的互动,定期沟通.
准备缓解策略
实际, not all staff will be able to effectively operate from home due to a variety of reasons:
- 工作环境不足(例如.g.,有限的互联网带宽,HIPAA遵从性问题)
- 生产力的挑战
- 纸质流程(如.g.、超级投寄、收银、扫描)
组织必须为这一现实做好准备, 因为有些员工可能需要留在传统的办公环境中, 因此需要采取措施确保安全的工作环境(例如.g.(工作站之间相隔6英尺). 另外, the push to a WFH strategy will have many administrators reevaluating the benefit of partnering with outsourced vendors that can be held accountable to high performance standards, 尽管我们正面临挑战.
为未来做准备
尽管远程工作已经 呈上升趋势 一段时间以来, 2019冠状病毒病大流行出人意料地加速了这一趋势, and organizations will soon be contemplating whether a remote revenue cycle workforce can be their “new normal.” Now is the time for leaders to start laying the groundwork for what happens next; but where do we start? 虽然每个情况都是独一无二的, there are some foundational questions that all leaders must consider with regard to maintaining a remote workforce, 这个决定不应该草率做出.
虽然在短期内,基线WFH基础设施应该足够了, 要想取得长期成功,可以考虑以下几点:
- 您是否为所有收入周期活动定义了流程?
- 你的技术解决方案(电子病历,带摄像头的笔记本电脑等).)?
- 你有自动化的工作驱动程序和可靠的生产力报告吗?
- 实体办公空间的成本是多少? 是租赁的还是自有的? 它能被重新利用吗?
- 虚拟劳动力是否提供其他成本节约(例如.g.,交通补贴,厨房茶点)?
- Are key revenue cycle metrics (A/R days, denial rates, bad debt as percentage of charges, etc.),与全球变暖前相比,呈正向趋势?
- 员工对留在WFH环境的意愿如何? Are there performance-based incentives that would effectively encourage increased productivity?
没有成熟的基础设施, 组织将面临保持高绩效运作的挑战. 然而, 假设有适当的组件来支持工作人员, 其他考虑因素包括:
Evaluating the environment now to formulate strategies for the future will ensure you are not caught flat-footed as the pandemic subsides. 心电图 is prepared to partner with your organization to assess and implement the ideal future state for your revenue cycle operations.
心电图继续监测我国应对COVID-19大流行的情况. 访问我们的 COVID-10官方网站页面 regularly for trusted advice on how healthcare leaders and providers can weather this crisis.
来支持你
如果您对如何应对COVID-19危机有任何疑问和疑虑,请云顶集团.
云顶集团2020年4月20日出版