70 PART III Rollout of an HCM
In plain language this means that the investment in an HCM system is not ideal
for such institutions that
✔✔have little data or few data formats;
✔✔hold this data in only one or in very few systems; and
✔✔practice no or only specifically defined digital communication towards external
parties.
This is essentially the case for individual practices or small joint practices. The
number of employees in such practices, for example, means that access rights are
still manageable.
On the other hand, true digitization pioneers exist among these smaller units,
who already put their faith in practical IT systems at an early stage that fulfil almost
all essential characteristics of an HCM system. They can put this book aside
in good conscience.
For everyone else, reading goes on with the question of how digital-savvy their institution
is. Don’t answer this question out of your gut! User approval is an essential
success factor in the implementation of an HCM strategy. Therefore, carefully
determine
whether clinical users are prepared to do without paper-based processes, how
skeptical they are of digital communication, and, most importantly, how management
rates the need for digitization. If you run into a wall of stubborn opposition,
postpone the HCM project to a later date. Your organization
is not yet ready.
Velvet gloves instead of sledgehammer
A large IT project such as the introduction of an HCM system rarely triggers
cheering among clinical users. However, if there is a fundamentally positive attitude
towards innovations and changes, you have a good chance of establishing
HCM in your company.
Whip out your velvet gloves and gently begin, for example, implementing
changes that bring the most obvious benefits to everyday work life; for example,
the implementation of the multi-format viewer – viewing all medical information
on one screen makes every clinician’s heart beat a little faster. Or ensure that ECGs
are available digitally in all wards. You will find your popularity growing rapidly.
Another tip: start the transition in the department whose head and
employees are considered particularly cutting-edge. If you manage to
significantly improve workflows using HCM functions, you will have
strong allies who will evangelize for you throughout the company.