A physician’s first impression of an EHR can form even before implementation, influenced by the steps an organization takes when evaluating a new platform. Strategizing how to introduce advancement is an investment in itself, and one that we embraced from day one of realizing Henry Country Hospital’s previous EHR did not match our future goals. Now, a MEDITECH customer since 2019, and with careful planning from the start, we have achieved an increase in physician satisfaction results.
In a 2024 KLAS Arch Collaborative report, our EHR physician satisfaction scores ranked us in the 100th percentile compared to other customers using the same EHR, 100th percentile when compared to other similar organizations, and 95th percentile overall. These scores reflect physicians' positive experiences regarding the EHR system's efficiency, functionality, and impact on patient care, as indicated by their survey responses. Our experience demonstrates that a well-thought-out approach to EHR evaluation and implementation can positively influence physician satisfaction.
1. Prepare the organization
Change is necessary and doesn’t have to be as overwhelming with adequate preparation. Our approach embraced a change management framework, which focuses on understanding, planning, communicating, and implementing change. While shopping for the right EHR, we involved staff and physician representatives and asked them to fill out evaluations after meeting with prospects, so they felt involved in the selection process. Leadership communicated to all staff why the EHR switch was necessary for a successful future, and appealed to their why. In other words, spoke to their interests. For physicians, we focused on how Expanse will improve the availability of patient data so they can take better care of their patients. For finance, it would get the bills out faster. For data specialists, improve data capturing.
2. Plan for change
Moving into the next phase of our change management approach, we sought to ease the EHR transition after officially signing on to MaaS and preparing for a 6-month implementation. Anticipating the mental load, meetings were lightened, capital was put off for the year, and management prepped staff for the undertaking of an EHR implementation. All transitions take time, so leadership stressed the importance of flexibility and set reasonable expectations early. Our day one goal focused on identifying friction areas and prioritizing solutions, whether it required reaching out to our MEDITECH contacts or more internal education.
3. Embrace the change
Leading by example helps ease the uncertainty of big change. Leadership saw the implementation as an exciting investment for Henry County, and we wanted that excitement to show across all departments. Our marketing team branded the Expanse implementation as a team project, creating a logo using elements of the Expanse logo and placed it on posters, banners, and t-shirts. Build milestones were celebrated to continue encouraging a positive mindset to this large change. To maintain that outlook, a change control policy also emerged. Optimization adjustments are inevitable, but we wanted to make sure they were properly vetted to weigh their efficiency.
4. Be proactive with communication
Recognize the value in seeking out feedback from end users, the staff using the EHR every day. Consistent communication helps address issues before they reach a boiling point. Employee rounding offers regular, structured interactions between leadership and staff, bolstered with our own training. We encouraged leadership to come into a meeting aiming for five goals: build a relationship, ask what’s working well, ask what could be working better, ensure they have the tools to do their job, and would they like to recognize anybody. Externally, equipped with that feedback, take advantage of opportunities to speak with MEDITECH specialists and advocate on behalf of your staff.
5. Engage your providers
If you have engaged, happy staff, you’ll have more satisfied patients. Offer multiple ways to learn so you can appeal to all learning types and avoid leaving anyone behind. Some providers will read and retain, and some need hands-on practice for it to stick. Recognize that different generations also react to group questions differently and may not make themselves vulnerable in front of their peers. We also acknowledge each provider has unique interests, so we inquire about desired projects. Passion cannot be replicated, so we try to realistically support them in their interests and invest in their happiness.
6. Review progress and analyze results
Before going live, identify key metrics to help judge the effectiveness of the EHR in its first month, quarter, and year. For example, our previous software lacked an intuitive, robust patient portal, and ease of use increased exponentially with MEDITECH. Stay on top of issues and ensure there’s a strong incident reporting system in place as users get used to the new EHR. Survey your employees consistently so you can create a baseline and stay on top of how they’re feeling and what issues they’re identifying. The KLAS Arch Collaborative helped us know what to ask and how to understand common frustrations for providers when using their EHRs.
As an Arch Collaborative member, we could compare with other MEDITECH organizations and community hospitals around our size.
Overall, approach EHR satisfaction as you do provider satisfaction, and partner with a vendor that wants to help you succeed.
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