Optimizing Your Workforce for Revenue Management Improvement

Introduction
Hello, and welcome to today's presentation, Optimizing Your Workforce for Revenue Management Improvement. We are very excited that you are here and want to thank you for taking the time to join us today. Now without further ado, I would like to introduce today's speaker, Kim Gallagher, vice president of transformation at FinThrive. Kim, the floor is yours.

Thank you, Becky. Good afternoon, everyone. Coming to you live from the Atlanta, Georgia area. My dog is enjoying a wonderful nap behind me, so I apologize if you hear any snoring going on. I'm very excited for you to, be here today. Thank you so much for your time, and I'm looking forward to talking to you about some strategies for how you can optimize your workforce to help you drive revenue management improvement, topic I am very passionate about.

About the Speaker
So a bit about me, Kim Gallagher, vice president of transformation here at FinThrive. I've been here for over five and a half years. The role of my team is to govern, to organize, and to lead any type of activities that require business transformations that impact our customer experience.

I myself have been in health care information technology for well over twenty five years, and I have spent most of that career specifically in revenue management. So I'm very excited to be talking to you, really coming from a place of many things I have learned working with customers over the years on how to be successful rolling out technologies to actually get those outcomes that you're looking for with them.

Potential Results
So what if you could have results like these?

What if you could reduce your staff turnover? You know, in the age of the great resignation, it hurts so much when you lose staff. The time it takes to recruit, to hire, to onboard, to train, get them up to speed, that is hugely impactful, not only to your overall performance as an organization, but certainly to revenue management if that is where that staff member works.

Reducing your costs such as the cost of a claim, cost to collect, very big deal. And extracting every bit of that and reducing that cost every bit that you can, really key. And that is a staggering number down there at the bottom. But what if you could reduce your bad debt by over fifteen million dollars? You know, what impact would that have on your revenue management? And what would be the return on investment from that technology that you likely invested in?

Impact of Technology
And speaking of technology, during the last two years, since the pandemic, seventy five percent of hospitals and health systems across this country invested and deployed new revenue cycle management technology.

That is a staggering number of people out there in the industry, and you yourself have probably experienced that. And then, you know, probably the reason you did is because you were looking for some of those great outcomes that I just highlighted. So what if there were a way that you could get those results with a pretty fundamental investment?

Discussion on Technology
So let's talk about that.

I'm concerned. If you did buy that technology in the last couple of years, how does it look?

Does it look like this or does it look more like this?

You know, as my mother likes to say, purchasing a treadmill or a Peloton bike does not guarantee fitness.

You actually have to utilize that device. You need to utilize it to its fullest potential and to the best of your ability if you actually want to drive the outcome with that piece of exercise equipment that you intended to. And I think there's some good wisdom there that, we want to think about our technology in the same way. You know? Is it a treadmill or a Peloton bike sitting in the corner of a room somewhere that you're not using? Because if it is, just owning it isn't gonna guarantee you success, and it's not gonna guarantee you that you're getting the revenue management improvement that you had hoped to get when you bought it.

Understanding the Interface
Merriam Webster dictionary defines the word interface as the place at which independent and often unrelated systems meet and interact and communicate with each other.

So we're all familiar with this concept that in the age of technology, in order to get two systems to work together, to share data, to drive the types of workflows and processes that we want them to, there is often an interface sitting in between those two systems.

But what is the interface between that technology that you invested in and the outcomes that you're trying to drive from it?

Well, that interface is a human, and I like to think of human in this equation as exactly that. It is the interface between the technology that you implemented and rolled out and the outcome you were hoping to get from it.

But unlike a systems interface, which, while complex, can be pretty straightforward. Once you understand what you needed to do, you build it, you program it, you put it into production, and it does what you need it to do.

A human, on the other hand, is equally complex and complicated sometimes. And unlike a system interface, you know, programming it once, as I like to call it, meaning training, is definitely not a guarantee of that optimization of the technology to the outcomes that you're looking for.

Strategies for Optimization
So let's talk about some strategies for helping you optimize that interface.

So, again, I like to think of the people in this equation between the technology that you bought and the outcome you're looking to drive as being that interface. And there are some strategies that you can use to optimally prepare that interface for programming.

And there are really six things. This is adapted from Malcolm Knowles, principles of andragogy. Andragogy is a fancy word of basically saying adult learning.

Adults learn very differently from children, for example.

And for obvious reasons. We have a lifetime of experiences. We have a lifetime of opinions. We have a lifetime of things we've worked with and done. And utilizing these six concepts when you are thinking about preparing your training program for rolling out a new piece of technology or even just driving a new workflow or process in your organization.

These six concepts can really help you make sure that you are creating that program to speak directly to an adult learner and really maximize your ability to connect with that learner to help you drive the behaviors and the outcomes that you're looking for. The first concept is need to know. This one is very important. Adults often want to know what's in it for me.

Why should I learn this new system? Why should I learn this new way of doing something? What's that gonna get me?

And I think it's important when you are looking at rolling out anything new, whether it be a new departmental policy or a new technology to understand and communicate to the recipients of that exactly what is in it for them. Is it going to make their job easier? Is it going to make something faster?

Will something become more efficient for the patient or for the organization? And I think they need to understand those benefits very clearly in order for them to be receptive to the idea of considering learning something new.

The second is experience. As I mentioned, unlike children, adults come with a lifetime of thoughts, opinions, experiences, and how they feel about that. And it's so important to acknowledge and value that experience that they've had. If you think about a new technology, chances are pretty good that you're replacing a technology you already have, which means that that learner already knows how to use that old technology. They're gonna have some, as you know, strong opinions about that technology and potentially the workflow and process that goes with it.

Valuing and acknowledging that experience and finding a way to incorporate it into your new training program for that new technology is key to help you with the acceptance and the eventual adoption of that technology.

The third is self-concept.

This is important because children like very structured learning experience, going to school, going to a classroom. Adults are a little different. We want autonomy. We want to be able to learn when we feel like learning, when we need to learn, when we're motivated to do so, and having the ability to make sure you tailor your training program to have some element of self learning, self discovery, that can be something like a video that you make available later after the training is really important because you want to capitalize on that inherent motivation to drive their own learning and not make your training rollout simply a structured training event that they have to attend, and then there's nothing else available to them.

The fourth concept, and this one is really important, is readiness.

And if you think about all of us as adults, how many times have you needed to figure something out and probably the first place you went was Google or you went to YouTube because you needed to learn how to do something. That readiness is a huge motivator, and you definitely want to try and find a way to create, I'll call it a sense of urgency and motivation in your learning program, especially if you are trying to drive new behaviors or adoption of a technology.

Not having that readiness is going to result in a lot of resistance potentially to learning something new, especially a a new piece of technology or a new way of doing something that's different from what they're used to.

The fifth, problem orientation.

You know, again, this is where we want to learn specific things that help make our lives easier, help make our job more efficient, solve a specific problem.

For example, maybe the reason that you chose to implement a new technology like many others in the past couple of years since the pandemic started was because the technology you had couldn't do something that was vital to your revenue management that you needed to do. It's so important to make sure that your learners understand that problem solving aspect of why you're making a change and communicate that as a big part of your training program. If you do, you're going to have a lot more motivated users wanting to know how to come and learn that thing that'll make the job easier or be able to do that thing that you were never able to do in the old system.

And last but not least, the sixth concept is intrinsic motivation.

Adults learn best when that motivation comes from within us. We don't want learning forced on us. We don't want to feel like we are made to go do something. We want to find our own reasons for wanting to learn and grow.

And when you implement a new process, a new workflow, or even a new technology, there's a great opportunity to capitalize on this intrinsic motivation.

Maybe you're going to need to designate a lead in the team to become the subject matter expert incredible motivator for your staff to know that there is this opportunity that if they embrace what's coming and this new way of doing something, they could grow their career.

And it's such a great way to to think about all six of these things to really make sure as you're designing your education program, I'll call it programming for your interface, make sure you're taking into account all six of these things.

Designing the Education Program
And some good ways to do that is to start with a why. If you think about the why you did something, why did you buy a new patient access system? Why did you buy a new claim system? Why did you redesign the process or workflow for, you know, working with these different things that you do every day in revenue management?

Why did you do that? Make sure you communicate that to the users so that they understand that there were solid reasons behind why you did this. If there's something specific in it for them, make sure you weave that in there. If if the reason that you did it is to solve a problem that you had with the previous system or to make things faster and more efficient, make sure that they understand that.

Value their previous experience. You know, good, bad, or otherwise, it's so important to acknowledge that they already know how to do their job. They're very experienced in the role that they're in, and now they're just needing to learn maybe a slightly different way of doing something. But don't discount what they already know.

Try to find a way to build that in. If you're training in a classroom environment, a great way to do that is to ask about those specific experiences, or how did we do this before? How do you think this way is going to be better or more efficient or better for the patient? Think about all those things.

Don't forget as you design your training program to have self directed learning available.

Just having a classroom based rollout, for example, if you're rolling out a new system is not enough. You're going to need something that goes beyond that when you are finished with the initial event. You need to have a way for that learner for you to capitalize on that self driven behavior that you really want to capitalize on so that they will continue to seek out that knowledge on their own. And as a result, you'll get a lot more adoption of that system if you allow them to continue educating themselves on it in their own way and in their own time. Again, make sure that your training is what I'll call problem oriented or challenge oriented.

This is where hands on is a great way of doing things such as those real world examples noted there. Make the training to mimic the day to day reality that they live in if you're teaching them a new tech, excuse me, a new technology and make sure that you have the opportunity for hands on. You know, as adults, most of us learn by doing.

This is why to go back to the example about looking something up on Google or watching a YouTube video, chances are pretty good that if you were trying to learn something by watching a YouTube video, you probably had to watch that video a half a dozen times.

You probably stopped it, rewind it, stop it, try something, advance it a little more, do a little more.

We learn by doing, and it's really important as you're designing your training program to make sure there are plenty of hands on opportunities because that's really what helps solidify the knowledge for us as adults is what I'll call that muscle memory of actually doing something. And last but not least, find out what motivates your specific staff. If you have a small group and there's somebody that's really interested in in growing their career, becoming a subject matter expert, take advantage of that. Make sure you weave that into the fabric of how you're gonna create that program.

And in doing that, you're really going to, you know, draw in the audience, which is exactly what you want. You know, if you can't have people that are excited about attending training and ready to receive it and eager to absorb it and even more excited to apply it, it's gonna be really hard for you to drive those improvements in your revenue management that you were hoping to get, for example, out of that new process or the new technology.

Framework for Optimization
So now that you've readied your interface, I wanna give you a framework for how you can program and optimize that interface.

Much like a systems interface, just because you set it up doesn't mean it's gonna work forever because the reality is products change. Technology changes. Sometimes fields are changed in length or h l seven has segments in it we wanna map and take advantage of, for example, we have to make sure that not only we get that interface set up, but that we continue to optimize it so that it is driving the behaviors that we want. Here is a simple framework. This is a five part framework. These don't necessarily occur in any specific order, but it's really important to acknowledge that these are what is referred to as the five moments of need.

And this is a philosophy and framework for when we as adults tend to seek out knowledge and education. There are really five different moments of need when we're looking for something, And I will dive right in. For me, new is the one that probably most everyone is familiar with. This is the obvious one. This is you have a new job, you have a new role, you've joined a new company, you have a new process, or you have new technology.

I think of this as the initial programming of the interface. This is the one that most of us are really good at doing, and we think of it as when we implement that new technology. This is the training that's going to accompany that rollout, and we're gonna train everyone before we go live. That's great.

So we all know about this one. And, again, it it's the one we typically think of when we roll one out. But now that you've seen that there's really five parts to this, the mistake a lot of customers I've seen make is this is the only one. I I like to think of that as the one and done theory that while I trained them, but the reality is it goes way beyond this.

So an example, let's say you've rolled out a new patient estimation technology. You just implemented. You're getting ready to go live.

As we mentioned before, think about those six concepts so that even when you are creating this training program to teach them how to use this new system, make sure that you capitalize on that problem orientation. Make sure you're previous estimation process or technology.

Make sure that you're valuing all those concepts and weaving them in to the very fabric of this training. It's not as simple as just teaching them how to point and click in the new technology. There's so much more to it that has to happen if you're really, really looking to drive adoption and drive the outcomes that you were hoping to get. Thing here, definitely make sure you've got some kind of training document because if you think about that, when they're motivated to go learn on their own above and beyond the initial training event that they may have attended, they do need something to refer to. And I say it's important to weave in the value. That's where the what's in it for me part comes into play. Make sure that that is definitely baked in to the training that you are creating for this new process or system.

The second moment of need apply.

I think of this one as you've programmed your interface, you are now ready to put that interface into production. This is where the rubber has to meet the road. So you have implemented that new technology. You have trained your users, for example, and now it's time for them to use the technology to do their job day to day.

This is where the apply moment of need comes into play. I I consider this to be more of the action based education, if you will. I call that rubber meat in the road. This is where they're using it every single day.

They have to take all those building blocks that they learned during the training event itself and actually apply them. And this is the really the critical point, right, of actually trying to drive adoption and those outcomes that you are looking for from that technology that you purchased. It is really critical here to make sure, as I mentioned earlier, that you have some type of reference material, self-service learning available. Because when your users start to try to apply that knowledge that you have instilled in them when you created the initial programming, I will call it.

They are going to need a way to refer back to something when they have a gap of understanding and make sure that subject matter experts are available to them. That is a really great way to help them apply the knowledge that they learned in training.

That example of implementing that new estimation technology, I think this is where having that quick reference document, maybe gathering up some common questions that you've seenas you're walking around, helping them understand how to use the tech, even thinking about a refresher training, maybe at some interval that is planned. And, again, this is where you need to go above and beyond that one and done type of training methodology where the initial training they had prior to go live can only be the beginning. It can't be the only thing that you do. So it's so important to make sure that there is a plan and you have a strategy around how you're going to have that ongoing education that is needed.

The third moment of need is more. I think of this one as optimizing your interface. So as an example, make sure your maybe your technology now has the ability to map a new area of your h l seventy you didn't have before. And in doing so, you can optimize the communication between two systems. The same is true of the human interface. There will come a time when the human interface can can understand more, accept more, get into more advanced education.

And this is really where you can start to hone in on specific revenue management improvement areas.

So more is a great example of where you can be analyzing how are you doing.

Are you running estimates on every procedures for patients? How accurate are those estimates?

How is your clean claim rate? Do you have any areas? How are your denials looking?

Analyze your data. Hone in on what is going on after you've rolled out that technology.

Pinpoint specific areas that you can help drive improvement.

For example, if you're noticing that your estimates are the accuracy isn't great, is it because they're missing, adding services that should be coupled with the main service that is being provided for the patient?

Maybe that is an opportunity, for example, for some advanced education.

So here's where you can build on top of that really good base that hopefully you've already established.

You've got good adoption. You have good outcomes, but now you're ready to dial it up a bit. And what can help here is where you can create learning content that is more targeted to those specific areas. And as I mentioned, an an example with an estimation technology is maybe they're really good about running the estimates. They're great about understanding the main procedure that the patient is having, but maybe there's an opportunity to continue that education at a more advanced level so that they are wrapping in all of the additional ancillary services that go with that procedure to really fine tune that estimate.

Creating learning content around this, whether it be a video, a job aid, maybe it's a little targeted webinar, for example, or a lunch and learn. These are great strategies for how you can continue to drive the continuous education that you really need to continue notching up the benefits that you're getting from that technology and driving that revenue management improvement.

One thing I like here that can really help a lot, believe it or not, even though we're adults, many of us are still very competitive.

And having some type of gamification strategy can actually really help you drive a whole lot of consumption of knowledge and education.

So, for example, maybe when you roll out that new technology and you've created your initial training program, maybe they level up to bronze.

And maybe as time goes by, if you have more learning content you'd like for them to consume, and maybe they consume a few more hours of that learning content, they could level up to silver. You know? Think about that or even badges that they could earn.

Maybe they're a certified patient access coordinator. And if they want to become, you know, a certified senior patient access court, you can create an entire program around that. And that can really help drive a lot more consumption and, hence, even better results in your revenue management if they understand how to apply on a more There's going to come a time when you need to troubleshoot your interface. Something has gone wrong.

Something new has come down the pike that they don't know how to do, something they've never seen, there's always going to be the need to solve problems. And to go back to that YouTube example, this is where you need to have a strategy because you're you really have to have something in place for them to look at and for. This is where that problem solving type philosophy really rears up as, in us as adults is when we bump up against a challenge that we've never seen before. So maybe it's a scenario, you know, when they're working with the technology that they haven't encountered before.

This is where encompassing encompassing all the other moments of need and having good strategies around that gives you the proper foundation and additional building blocks.

And this is where they can take a lot of things and a lot of concepts that they've already learned and hopefully stitch them together and apply them to a situation they've not seen before. But a critical thing here is really having a strategy around how are you going to plan for this troubleshooting. Are you gonna have a FAQs document?

Are you going to have a designated subject matter expert they can go to?

Are you going to create a knowledge base? What are you going to have available to those users when they bump up against these challenges that inevitably they're going to find. So, again, having a strategy here is really, really critical to drive the adoption of that technology and make sure that you are capitalizing on that problem orientation of the adult learner, we really do wanna self help. You know, this is why YouTube and and Google are so popular when we bump up against something we don't know and we need to learn how to do. We want to try and help ourselves.

So think about that as far as your staff and folks that are using technology specifically.

Prepare something, have something available, and make sure they know where and what it is so that they can go solve those challenges on their own. And and that is, again, another opportunity for growth, for learning, for deeper connection to that technology and that workflow and process that is really gonna help you drive the outcome that you're looking for. We all know what happens when we can't figure out how to do something and we get frustrated. It is far too easy to go back to the old way of doing something.

A good example is I have met with a number of clients recently where their users have not understood and embraced how to use the new estimation technology, for example, and many of you can probably relate to this. What they're doing is they're reverting back to an Excel spreadsheet to manually price services for patients. And that is not what we want them to be doing, especially when we've spent money to implement a new technology that should have made that process faster, easier, and a lot more accurate for the patient. So it's so important, like I said, to have a contingency plan that addresses this moment of need.

And last but not least is change.

This is the only constant in life. Right? And there will come times when you need to update your interface. Just like an interface that sits between two systems, when something about one of those systems changes, that interface needs to be adjusted and changed. The human interface is no different. There will come a time when that technology is going to evolve. It's going to have new functionality.

It's going to have changes to it, and it's so important to anticipate that, plan for that, and have a strategy around that.

This is often perceived by an adult learner as the most difficult moment of need. The reality is we all get very comfortable.

We feel that we are experts on how to do the things that we do. And anytime something about that changes, it throws us back into that cycle of having to go through the new and the apply and learning more. But it's also a great opportunity.

The the reason that vendors release new features and have new functionality coming out is to improve things. And taking advantage of that new functionality may be critical to driving an area in your revenue management improvement you were looking to drive, because maybe previously the technology couldn't support that quite as well as you wanted it to.

So adults perceive change usually is something that happens to them And culturally, it's important to know that that's where their heads are at and think about this and anticipate that, again, this technology as an example is going to change, and you need to keep up with that. It often requires us to unlearn something. That's an important concept I wanted to point out because it's not just changing how we do things. Sometimes we have to learn an entirely new way of doing something to really take advantage of what that technology has to offer. But this moment of need and and this particular having a strategy around this moment of need in particular is so critical because, again, that new functionality and and that new process and new way of doing things may be just the secret sauce to really driving that tremendous leap and improvement for our revenue management.

Take advantage of what your vendors offer you.

To use this example, maybe the estimation technology has new features rolling out. Maybe it couldn't do a combined estimate terribly well before. Maybe it couldn't pull in the right, you know, family deductible.

Who knows? But make sure that you keep up with what that is. What is that change? When is it coming? How is that going to impact your current work flow and your current process?

What opportunities might this new functionality bring you that you didn't have before? You know, obviously, being a transformation person, transformation is near and dear to my heart, and change is the perfect opportunity to transform.

It gives us the the time to really look at something from a distance, step back from it, and look at what we could do with it. You know, it's so easy to let the technology outpace our understanding of it. And I see that a lot with customers that they don't plan for this fifth moment of need. And their understanding of their current technology and how it works and what it is able to do is often a a testament to what they knew at the time that they implemented.

And if you think about how long ago that could have been, that technology has advanced significantly since then. And if you don't have a strategy for keeping up with the changes, you might be missing out on some really great opportunities to drive improvement in your revenue management because you're not taking advantage of all the product has to offer. I see this a lot.

Now all vendors, they have release notes. Often they have webinars.

They have things on their community portal.

It's so important to take advantage of what is available, consume it. If you struggle to understand it, contact your customer success manager, contact support, contact the training department. They'll be so happy to help you internalize those changes and and how they can really impact where you go from here with the technology. But, you know, again, make sure you keep current on this because in today's world with technology as a service, software as a service, everything gets updated constantly. And in some cases, it's every thirty days, it's every quarter, and that's a lot of change. If you haven't been trained or trained your users since two years ago before the pandemic started and you implemented a brand new technology, you could be missing out on a lot.

And this is a great opportunity to learn what motivates your users too. So one suggestion I have is because change, it's something you really need to stay on top of. And the the incoming new features for your products and things like that can can be hard to get your arms around when you're busy working day in and day out, and you don't have enough time to even eat lunch most days. This is a great opportunity to maybe designate somebody in the team.

You know, take advantage of that intrinsic motivation. Maybe they're interested in growing their career. They wanna be thought of as a thought leader inside the group. Here's a great way that you can keep up with changes is simply tap somebody on the shoulder and make them responsible for keeping up with the changes coming in the technology and training others in the department.

It's a great opportunity for them to to showcase their leadership, you to take advantage of that intrinsic motivation, and most importantly, to make sure you stay up to date on the changes in your technology and that you are making the most of those changes in terms of what does your process and workflow look like, how is that driving the improvements that you were hoping to drive with that technology, and maybe even making them better.

So let's talk about some outcomes you can achieve with an optimized interface just like those two systems communicating and you want that to work great. If you take the time to optimize your workforce, I e your interface between your technology and the outcomes you wanna drive with it, there are some amazing things that can happen. I'll tell you a big one in this day and age, as I said, of the great resignation, hanging on to your staff, your knowledgeable, tenured, well trained staff, so critical. The time it takes you to hire, the expense that you're gonna have to go through to onboard somebody new, the ramp up time that you're going to have to wait, that can be anywhere from two to six months before somebody becomes proficient on a job.

Keeping your staff key and having a solid education strategy that speaks specifically to the adult learner encompasses all five moments of those need is really gonna help that staff feel invested in. And if they feel invested in and cared for by the organization, they're gonna stay.

Reduction in AR over ninety days, if you could do that in your work by twelve percent, I imagine that would be very impactful to your revenue management.

Reducing cost to claims, for cost for claims and cost to collect by over twenty five percent, huge. And, again, that fifteen million dollars is a real world example from a major health system by implementing a very solid training strategy that encompassed all five moments of those need.

So in summary, to optimize your work force, again, ensure readiness. I'll tell you this is a step I see a lot of customers miss.

They know that they need to roll out training. They know that that training is necessary when they go live on that new technology, but they don't often take a step back to actually do the cultural work, I will call it, and the upfront work to make sure that they're preparing the staff for these changes that are coming. And they're preparing them in a way that creates excitement and enthusiasm and interest and most importantly, readiness.

That interface needs to be ready to receive the programming that you are trying to give it. And if they aren't, you're going to encounter a lot of resistance.

They may or may not, see the need to attend training. Maybe they skipped.

Especially if you have self directed training, they probably won't even take it. So it's so important to make sure that you take the time to do this step and to make sure that your program is designed specifically for those adult learners. So, again, capitalizing on their experience, making sure you talk about what's in it for them, how is this gonna be better than what they have today or better than what they're doing today, and making sure that you're creating that enthusiasm and that motivation.

Strategic Interface Programming
Program your interface strategically.

And what I mean by that is making sure that it is designed to tailor to an adult learner, but it also needs to encompass all five moments of those need. You cannot stop at what I call the one and done. You know, you roll out a new technology. The users went to training before go live, and then for a lot of people, that's the beginning, middle, and the end. It can't be. It is simply the start of the journey, and planning for all of the other phases of that journey is so important to success. It's important to the adoption of that new technology, and it's critical to drive the outcomes that you're looking to drive with it.

Maintaining and Optimizing the Interface
And last and maintain and optimize that interface. As I mentioned, it's not a one and done programming. It can't be. There are things that change, things that are coming from the industry, like the No Surprises Act is a great example. Stuff is always changing, and you have to be able to adapt and embrace and transform. And it's so important, again, to have that framework of the five moments of need to make sure that you're addressing each and every one of them in order to really maintain your interface between your technology and your outcomes as optimally as you can. And I cannot stress this enough, having subject matter experts, knowing who those are, making sure that they're available to your users is so key to help drive ongoing adoption, make sure everybody is up to speed on what's going on, having self directed learning opportunities.

Diverse Training Approaches
Make sure there's something in print even if, a video, even if you record yourself doing a fifteen minute quick lunch and learn style training, have lunch and learns, have elearning, take advantage of what your vendor offers. Multiple modalities of training are critical. You can't go with just one. Classroom training is not going to be the only thing that will get the job done.

You need to have a strategy for covering all the different ways adults want to learn and all the different times that they want to learn. And most importantly, change. Don't forget about that fifth moment of need. It's so important.

Staying Informed About Technology
I can't tell you how many times I've spoken to customers over the years that think that their current technology cannot do something only to find out that that technology has been able to support that desired workflow or that process for years. And the only reason they didn't know it is because their knowledge of that system was from the time they implemented.

We're all busy, but we have to find a way to plan for that moment. And, again, sometimes designating a specific member of the staff to be the person who keeps up with the changes so that technology can really help a lot. At least that way, you have somebody that can look at that as a career opportunity, And the win for you is you stay current on what's going on with the tech that you own, and you are finding a way to use that to transform and continue to improve your outcomes and revenue management.

Conclusion and Closing Remarks
And with that, Becky, I'm gonna hand it back to you.

Great. Thanks, Kim.

Well, that concludes today's webinar. I once again thank you for attending our webinar, and we look forward to seeing you on future webinars.

Take care, and have a great day.