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- This is the Becker's
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who power us healthcare.

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Thanks for listening.
Now here's the episode.

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- This is Chanel Bunger

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with the Becker's Healthcare Podcast,

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and I'm recording live at the
eighth annual Becker's Health,

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it Digital Health and RCM
conference in Chicago.

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Right now I'm sitting with Heather Callen

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and uh, Heather, could you take a moment

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and please introduce yourself

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and tell us a bit about your background?

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- Yes, absolutely. Thank you.

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Um, so as, as you mentioned,
my name's Heather Callen

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and I'm the director of
Revenue Cycle Education

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for the Midwest region
for Advocate Health.

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And I have worked for Advocate

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or some version of that organization

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for almost 13 years now, and
always in a education training

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and support space for both clinical

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and nonclinical, um, users of the EHR

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and some other related systems.

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- Terrific. Thank you so
much. And moving forward,

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what is your growth strategy
for the next year or two?

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- My growth strategy is
very much aligned with a lot

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of the discussion that I've
heard here at the conference

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where we're not growing in resources,

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but we do need to be growing in our reach

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or in the service that
we provide in our area.

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So we are looking at the tools
that we utilize for education

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and training and support

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and wanting to be sure

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that we're using them
to their full capacity.

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Right? We're not gonna be
adding lots of teammates

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or staff to the departments
to, to gain that reach.

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So we need to be very thoughtful about

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what we do have and we need.

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We also need to look at the
services that we provide

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and are we utilizing our resources to the,

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to the max capacity,
um, in those spaces too.

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- And are you leveraging technology in

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any specific ways to do that?

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- We are. So within our
instructional design space, we do,

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uh, create e-learnings

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and offer those as a way for
lots of people to be able

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to access education on
their own time within

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whatever the schedule constraints
are for their department.

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We also offer a lot more remote
support than I think we did

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a few years ago, where if
you have someone in a clinic

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that's suffering in their use
of the EHR, you could call us

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and we come out and visit you.

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Right. But that's really
resource intensive.

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So now we have a lot of
virtual opportunities for you

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to connect with us, share
your screen, talk about

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what your problem is, and we

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provide our support through that avenue.

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- Got it. That makes a lot of sense.

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And can you tell us
about the most exciting

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and IPA impactful initiative

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or project you're working on right now?

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- Yeah, so we just actually
launched a entirely new

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and revamped new hire training track

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and support system for
anyone that's registering

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and scheduling, uh, in the
Midwest in our organization.

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So it took what was a lot

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of virtual instructor led training,

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those live virtual classrooms,

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and it reduced those hours,

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has more e-learning opportunities,

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which allows for the flexibility.

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So one of the things that
we heard from operations,

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which again is being talked
about a lot here at Becker's, is

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how people are being asked
to do more with less.

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So they're experiencing
issues in recruitment,

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they're experiencing issues in turnover.

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So us having a very heavy
scheduled, you know,

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virtual instructor led class,
uh, offering was challenging,

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you know, and it didn't really allow

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for them to have flexibility.

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I hired someone who's great,
I want them to onboard sooner

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than someone who does need
a little more handholding.

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So reducing those scheduled
hours, giving them

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that flexibility with the e-learnings

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and allowing them to
expedite someone's track

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or not, uh, is a, is a big game changer.

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And it also frees up some of the resources

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that I talked about that I have

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that I can now put more
towards that remote support

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to existing users.

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- Got it. Thank you so
much. And with your 13 years

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of experience, uh,

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you're a perfect person
to ask this question.

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<laugh>, what is the most
important thing healthcare

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executives should do right now

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to make sure their organizations

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are successful in the future?

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- Yeah, I'm, I'm actually
really happy to answer this

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because so many of the
talks that I've been on

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or been a part of today,
um, in the last couple

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of days have really focused
on implementing new technology

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or innovating in various
spaces in healthcare.

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And they talk a lot about
getting that user feedback

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to really help drive.

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So if it's gonna be the
nurses that utilize whatever

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that innovative piece of technology is,

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make sure they're at the table

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and then they kind of gloss over.

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But then how do all the other
nurses get that education

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and training so that they
can also feel confident

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and confident when that
new technology hits?

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So I would love more executives
to be thinking about,

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you know, like we've talked about here,

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very thoughtful plans
to plan for the rollout

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of the technology, um, to
make sure that it is built

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and designed to do what actually
solves the real problem,

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but then think just as much
about what is the education

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and support for then all of those users

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and how is that getting out
in advance of the technology.

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It should very much be a part

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of any change management strategy,

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making space and time for that.

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Um, I, I find, and probably selfishly

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'cause this is my area, that
it can be, you know, kind

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of an uphill battle project
after project rollout

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after rollout to really,
um, push for people

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to make that time and space.

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- Got it. Before we wrap
up, is there anything else

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that you wanna leave listeners with?

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- Um, I would say, you know,
figure out at your organization

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who is out there
supporting, ongoing, the use

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of your technology,

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and really ensure that your
team knows who those people are.

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We, we wouldn't want people
to be suffering in silence

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as they day in and day out, you
know, follow their workflows

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and maybe don't realize

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they're doing something inefficiently.

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So, so go find that team,

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whoever it is at your organization,

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and if you work alongside
your organization's support

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and education, then you can
also be a part of echoing that.

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So you have that opportunity
to meet with, with users

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and operational stakeholders,

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and you can do your part,

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which I think would strengthen
your role to say, Hey,

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as we lead up to this rollout,
don't forget, you know,

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you're not alone after the,
the, the technology rolls out.

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You, you have a support
structure around you,

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and this is that informatics
team or that training team or,

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or whatever it might be
at your organization.

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- Got it. Well, thank you
so much again, Heather,

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for joining me today and for
this delightful conversation.

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- All right. Thank you so much.

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- It's so important for leaders
at the top of organizations

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to keep learning, stay
sharp, grow their networks

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to help our audience better
do this in a more simplified,

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personalized, and meaningful way.

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