Customer Story

Do you have the proper tools to navigate the ACA? Many organizations are concerned about new regulatory requirements that they perceive as looming in the distance. In reality, we have already reached the mile marker to begin ACA compliance. If you do not currently have a unified system that is collecting and tracking Payroll, HR, Tax, and Benefits information, you are already falling behind. Those systems must be in place in 2015, or before, in order to comply with the 2016 reporting requirements.

Employee engagement has been growing in importance lately as executives are realizing its positive connection to retention and productivity. Discover the latest DATIS infographic that highlights the importance of employee engagement in today’s business landscape.

The Benefits of Using an HRIS for Medicare

The Health and Human Services industry is one of the most regulated industries in the country and with the recent surge in new laws particularly in Medicare, the headaches for organizations within the industry are only getting worse. The Federal Government Health Program often requires a significant amount of paperwork, from forms to extensive reports. This can be tedious and frustrating for care providers and ultimately takes away from time with the patients.

Medicare administrative obligations have become a burden on care-providers and can be the cause of financial and patient loss. Those duties have proven to be problematic, especially for. Although many facilities are transitioning away from accepting Medicare due to the additional clerical work, there is one strategy that may assist facilities with ACA related tasks.

In order to cut back resources spent on documentation and other administrative responsibilities, it might be time to use your HRIS to its full potential. Modernized HRIS software has extensive functionality and can help automate those mandated reports and paperwork.

Full Integration Most regulations require data from multiple systems, including your Electronic Health Care Record (EHR)/Electronic Medical Record (EMR), and General Ledger (GL). Having an HRIS that fully integrates with all three systems can centralize and streamline your data making gathering, tracking, and recording necessary data across numerous departments a simple task.

Automated Reporting Reporting overload can cause backlogging and add more administrative tasks. From the Physician Quality Reporting System (PQRS) to Payroll-Based Journals (PBJ) and other HIPAA and ACA reports, it’s no wonder facilities struggle to keep up. With a modern HRIS, custom reports can be built based on your organization’s needs. Once configured, reports can automatically populate without manually searching and tracking data.

ROI Advantage There are many revenue-generating benefits for using your HRIS for Medicare related tasks. With automated processes you can reduce staffing costs, due to less time spent on completing administrative tasks. Implementing an HRIS can provide real-time data and in turn help rid your organization of penalty fees for unfinished or outdated reports. Your HRIS can also help you build and improve your workforce, boosting your quality of care PQRS rating. This will help your facility maximize reimbursement rates based on the Value-Based Payment Modifier.

Staying compliant with Medicare can be difficult. However, your HRIS software could be the answer to reducing time spent on Medicare related back office tasks. Your organization’s HR data and technology has the resources to help you grow. Harness the power of your HRIS and bring the focus back to your patients and their needs today.

When Management Changes Disrupt Your Culture

This DATIS Blog Article, “When Management Changes Disrupt Your Culture”, was originally posted by Sharlyn Lauby, Great Place to Work on September 26th, 2017 and was reposted with permission.

Talent development strategies were key themes during this year’s Great Place to Work Conference. Organizations are asking their managers questions like, “What are you doing to develop talent? And specifically, your replacement?”.

Managers have a key responsibility to hire and train their replacement. So, it goes without saying that company culture can be interrupted when there’s a change in management. Organizations don’t always get to plan for management changes, so when they do, it’s a big deal. It’s a visible process that demonstrates whether the company really lives their culture.

During the conference, Managing Partner Emeritus Bill Hermann and current Managing Partner Gordon Krater shared their formula for successfully transitioning management responsibilities at Plante Moran. The firm is the 14th largest certified public accounting firm in the U.S. It has over 2,000 employees and has been recognized as a “best place to work” by Fortune Magazine for 13 consecutive years.

Their transition took 8-9 months. Just let that sink in for a moment. Almost a full year. Now some of that time could be attributed to the position of managing partner. But after hearing Hermann and Krater share their story, it could also be attributed to their desire to make the transition successful. The goal of transitioning management responsibility was for the incoming and outgoing managers to maintain credibility. Both of them. Equally.

So many times, when we think of transitioning management, it’s because one person is leaving the company. In this situation, Hermann wasn’t leaving. He simply wasn’t going to be managing partner anymore. It could hurt the organization if the transition didn’t preserve the individual’s credibility.

3 Phases to Successfully Transitioning Management

In today’s work environment, we are going to be faced with more situations where a manager transitions and doesn’t leave the company. Maybe they move to another department, division, or position. Maybe they retire and come back as a part-time consultant. Organizations should put more thought into the transition process. Hermann and Krater shared three phases to a successful management transition that apply at any level of the organization.

1. Become knowledgeable about the company.

This might seem like the easy part because it includes understanding the financials and the business. It might involve some technical training. But knowledge of the company means giving individuals the experience they will need in a future role. It’s allowing them to make mistakes while gaining knowledge. Remember the goal of maintaining credibility while creating a teachable moment. It can be tricky.

2. Take responsibility for the organization.

Great managers should try to leave the organization better for their successor. They don’t “kick the can down the road”. They take care of business and do what’s in the best interest of the organization. Once a successor has been identified, managers need to step aside so the successor can start to assume responsibility. But not step so far into the background that it appears the new manager isn’t getting the support they need to be successful.

3. Maintain the company culture.

We know that culture is the number one reason people come to work for our organizations and the number one reason they leave. Managers should not only act in the best interest of the organization but also its culture. For example, in organizations where employees know the founder and remember the early days, it can be hard when a new manager takes over the reins. New managers need to understand and preserve the culture.

A lot of organizations do Phase 1 and 2 well. Managers know the company and their responsibility. It’s the culture component that can derail their success. Company culture is made up of those moments of truth about who the company hires, promotes, recognizes, and fires. If you want to learn more about how to maintain company culture during a management transition, check out Hermann and Krater’s book, “Succession Transition: A Roadmap for Seamless Transitions in Leadership”. It’s a super easy read that can provide a little creative inspiration for your organization.

The CEO of Centerstone points out the essential ability of Position Control to protect organizations against compliance risk for wage and hour claims, as well as compliance to budget parameters for staffing and more.

Hear how Meridian Behavioral Healthcare used DATIS’ integrated HCM solution to streamline and centralize information for 25 facilities across 7,000 square miles, achieving greater organizational efficiency.

A human services organization CEO explains how they used DATIS Time and Attendance Software to analyze staffing patterns and balance payroll costs without compromising quality of care, resulting in over a quarter of a million dollars in savings.

A data-driven organization harnesses the power of DATIS Cloud Technology to access data and match it up with their EHR data, producing robust reports on service level delivery and more.