HME News

FEB 2018

HME News is the monthly business newspaper for home medical equipment providers. This controlled circulation publication reaches 17,100 home medical equipment services providers, including traditional HME dealers & suppliers, hospital- and pharmacy-o

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Smart Talk 8 www.hmenews.com / february 2018 / hme news Revenue Cy C le Rehab sales Leadership in HME: Building Blocks to Success Tuesday Feb. 13 2 pm EST Presenter: Miriam Lieber President, Lieber Consulting LLC Moderator: Liz Beaulieu Editor, HME News Brought to you by: Start 2018 off on the right foot! To run an HME company successfully, you need goals, expectations and strong leadership skills. Effective leaders constantly work to improve performance standards, develop the strengths of their employees, measure for accountability, and model behavior they want their employees to emulate. Join HME management expert Miriam Lieber for a discussion of leadership in HME from a best practice perspective, using real case studies. Attendees will learn: • Leadership qualities and standards • Performance standards and accountability measures to enhance productivity • Best practices for overall operational improvement and bottom line profi tability Cost: $89 New Webcast www.hmenews.com/webcasts Register online today: Perfect the knowledge transfer By Dan Greyn Q. h ow can I use technology to shorten the learning curve for my C s Rs? a . Too often, I have seen provid- ers rely on their own staff to trans- Identify your customer By Bill n oeltin G Q. I am an a TP. Who is my customer? a . The past several years have seen the rehab industry shift and change due to, among other things, pro- vider and supplier consolidation. Along with this consolidation comes an institutional focus on margin that places a relatively new pressure on individual ATPs. ATPs typically do not consider themselves, first and foremost, to be salespeople, nor do most relate nor care to understand the business jargon commonly thrown about by business managers. They are rehab professionals who have dedicated their lives to the clinical aspiration of providing mobility to the people who need it. I want to help bridge the chasms between sales and clini- cal delivery; customers and clients or patients; excellence and medioc- rity; process and outcomes. Let's start by talking about cus- tomers. ATPs have several different customers all at the same time and all for the same orders: the client or patient, the therapist, the funding source and the employer. Always consider the employer a customer. You have a responsibility to all these customers to provide satisfac- tory outcomes all at the same time. Sound difficult? It can be but there are a few simple things you can do to make it easier. Important stuff coming up: Deliver satisfaction by knowing what your customers expect. Some- times the customer's expectations are unreasonable or simply not possible. That's when you need to be persuasive. Make certain that you and your customer are in close agreement about their expectations. Know your customers. Understand their problems and their expecta- tions. Increase awareness of your ability to solve their problems and meet their expectations I'll next talk about how to be per- suasive, and how to lead a skeptical customer to your point of view and your set of solutions. hme Bill Noelting is principal at Noelting Creative Products. Reach him at bill@ noelting.com. fer tribal knowledge using a mix of water-cooler talk or on-the-job training. The result is ill-informed personnel, costly mistakes, no doc- umentation and reduced productiv- ity. Technology can aid successful knowledge transfer with the effec- tive use of deeply integrated rules engines. Well-maintained rules engines guide your CSRs through the intake process using narrow channels of choices based upon their sequential answers to detailed questions—one step building suc- cessfully to the next. Rules logic guides the CSR through each intake with a goal to minimize errors. The logic also flags questionable output for immediate review and potential correction. Through diligent review of out- put (payments, rejections or deni- als), you maintain the software and configure it to create alerts for miss- ing documentation, notes about specific referrals or payer prefer- ences, and tasks for follow up with reminders. All of your CSRs confi- dently work intakes knowing they have the most current information on hand. If a CSR has a question about a recent change, she asks for clarification and continues with her work. This type of knowledge transfer is known as just-in-time learning and has been demonstrat- ed to increase not only employee engagement but also employee ownership over learning and job growth. The factor that makes all of this possible is a software system with a robust rules engine that is easy to configure and maintain when man- dates change. So, whether they are new or have been there for years, your CSRs do the right work at the right time. hme Dan Greyn is senior systems consultant, sales, at Computers Unlimited. Reach him at dan@cu.net.

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