Some of the less obvious ROI indicators are related to organizational strategy and work environment. Below are some areas that you can investigate and potentially highlight as contributors to organizational growth and stability over time. Each category contains some sample questions that you can explore by looking at past, present and desired future status of your organization and its staff.
Employee retention: Is your staff satisfied with the communication and training they receive? Do they feel that they get adequate IT and management support? Are they comfortable using the new technology? Are employees likely to stay with the organization or not, and why?
Provider satisfaction: Are your physicians and other clinicians satisfied with the communication and training they receive? Do they feel that they get adequate IT and HIM support? Are they comfortable using the new technology? Are health care providers likely to use the new technology as prescribed or not, and why?
Business growth: Since the new technology was implemented, have you seen growth in the volume of output produced or revenue generated? Are the reasons for growth specific to the new technology, or are they due to other factors going on in the organization and the industry?
Building with the future in mind: Did you configure the system keeping in mind your organization’s future strategy, including integration and data sharing between systems? How much time and resources could thinking ahead save you with your next upgrade or implementation?
Documented process maps: Did you map out how work gets done in your organization in as much detail as possible? If you keep these process maps updated, how much time and resources could you save by not having to start from scratch with your next upgrade or implementation?
Training tools: Did you access or create/customize training materials for your staff? How much time and resources could you save in training new employees or cross-training existing employees? How much time and resources could you save by keeping these training materials up-to-date as changes are made to system configuration or workflow?
Need for vendor support: How frequently has a representative from the technology vendor needed to visit your organization to assist with the implementation, as compared to the previous system implementation? How often do you need to call the vendor for support, and how long does it typically take to resolve issues, as compared to the previous system?
With these indicators, along with the measurements I talked about in my previous posts, you should be well on your way to having a solid basis for measuring ROI within your organization for new technology projects.
Jill Devrick is a Product Solutions Advisor with 3M Health Information Systems.