Three Change Management Methods for Revenue Cycle Results

Here are 3 significant steps that any agency can take to frame a victorious transition.

First of all, do this second!

Of course the specifics that are driving change – an acquisition, a latest method or technology – mean that you require to know what you are adapting to, but do not put change adaptation off.

The next 1^st thing you require to do is to assign an alignment and integration officer, whether through hiring or promotional processes.  Boost them with the data and other resources they require to be successful, and a target time to get things done. Build the related prices into the budget, because it is that important

Get out of your silo!

As you work on these changes, be certain to make your adaptations across functions and units. Since the revenue cycle crosses organizations, procedures and systems, the complexity can be the source of various pain points.

Really, all business procedures are cross-functional. That connectedness is what can make a procedure happen, or it can be what hamstrings your persons and the flow of data and information. These interdependencies are often at points that are most clear to customers, meaning that is what they see when processes are not working – and that is a reflection of your internal operations too. These customer-facing processes, which are to say all of them at varying degrees, require the most scrutiny to make sure that they are designed and managed well.

Everyone counts!

All agencies pay lip service to the principle that the contributions of each member matters – but are you actually doing it? If you need to build change into the objectives of everyone, to measure and communicate expectations and hold everyone accountable, you will have to walk the talk.

Since performance management is proposed to incent behavior that is required to grow and handle the organization, then it follows that associates would be held responsible for the success of the procedure you are choosing. Too often in operations, these objectives are set at the department level. They emphasize quantity and quality at the individual level, and for that reason they do not optimize overall outcomes.

Do you measure the quality of claims provider data set up for all claims department personnel, or only those who enter the data? Are these metrics, and the procedures they measure, really contributing to consumer satisfaction? Do they support staff goals in achieving it? Are there upstream impediments or conflicting objectives in other departments and business functions? As long as these competing goals are in place, and as long as managers are isolated in the decision-making, the agency will not acquire the objectives of the initial strategy.