Question:? Assignment for this week:Â Opportunity Knocks?, e-Him Professionals Wanted?, and Inpatient Coding as a Career?. B

32 / Journal of AHIMA August 11

CAREER DEVELOPMENT OPPORTUNITIES come in many forms. They can come as a result of changes in the industry, such as the implementation of DRGs or ICD-10, or changes within an organization, such as a new master patient index system. They can happen by chance or design.

Whatever form they take, the opportunities provide the ex- perience and confidence that can help professionals find their career niche or take their career to the next level.

Here seven AHIMA Fellows share their first on-the-job career development opportunities and the lessons they learned from those experiences.

MY FIRST POSITION was as a director of medical records in a 250-bed hospital. The opportunities that presented to me were changes in regulations by Medicare and the Joint Commission.

The first opportunity was to develop and manage the utiliza- tion review program to meet Medicare requirements. I origi- nally thought that nursing would want to control this program. When nursing didn’t step up to the plate, I volunteered to do it.

The next opportunity was to develop the quality program re- quired for Joint Commission accreditation.

Both programs were very successful and resulted in my being appointed as an administrative representative on both the med- ical executive committee and the hospital board of directors. I learned that volunteering for new program design and imple- mentation resulted in increased opportunities to grow and to interact daily with the decision makers.

This philosophy has carried through my entire career, and on July 5 I began the next step, which is to be the director of ICD- 10, responsible for the implementation for a national healthcare system that consists of 47 facilities.

—Carol A. Jennings, MPA, RHIA, FAHIMA

MY FIRST ON-THE-JOB career development [opportunity] happened with my first job, actually. I started out in a coding position and performed release of information two days a week. This was a small rural facility, and we had summer college help with microfilming at the time.

I was put in charge of supervising the college students. I also was put in charge of any HIM students that were on site for prac- tical experience.

My first project management opportunity was when I was a director in a small rural facility in Iowa. We were moving from a paper [master patient index] system to an electronic system for our MPI/registration/coding/billing and accounting system. I was put in charge of the project. I had to use my credential knowledge to ensure that the MPI was loaded correctly and that the registration/coding and abstracting was a smooth process with testing/training and implementation and then creation of policies and procedures. The project was a success with little backlog following the go-live.

I was assigned this project by the CFO. The reason he assigned the project to me was because of my credential and because of my knowledge and experience. It was an opportunity to prove

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Journal of AHIMA August 11 / 33

Opportunity Knocks

what capabilities I had with a successful project. It allowed me to have the courage to move on to a larger facility and expand my knowledge in other areas.

—Jane DeSpiegelaere-Wegner, MBA, RHIA, CCS, FAHIMA

I WAS FORTUNATE to be involved in setting up a brand-new HIM department at a new hospital affiliated with the one where I was working as an assistant director (at that time it was just paper records on shelves). Then when another new hospital opened, I had this rare experience that made me a great fit for the director position. [It was] unusual to be able to participate in not one, but two new hospital medical record departments.

A former HIM classmate (to whom I am grateful!) offered me the opportunity to teach a class as an adjunct instructor while I was working as a director. That let me into the HIM education field, where I have had many opportunities, first in teaching and then administration.

—Karen Patena, MBA, RHIA, FAHIMA

DURING FALL 1984 I was working full time as the director of HIM at a hospital in Pinellas Park, FL, when I accepted a tem- porary consulting job for St. Petersburg Junior College to assist in the development of the physical laboratory/classroom for their new HIT program. The executive director of my hospital approved my accepting the job, and I got right to work.

As a 1977 graduate of Alfred State College’s HIT program, I re-

membered taking a mock RHIT exam, and so I contacted the program director (Janette Thomas) to ask if she would share it with St. Pete’s HIT program. She misunderstood the reason for my call, because the college had available an opening for a full- time instructor. She thought I was calling to apply for the posi- tion.

Moments later, while still on the phone with her, the depart- ment chairperson (Glenn Fairchild) walked into her office. Ja- nette handed Glenn the phone, and he interviewed me on the spot. During our brief conversation, I told Janette that I didn’t know about the job opportunity, but I was very interested in it. The following morning, Glenn called to offer me the position, and I accepted. I started my full-time position as an instructor at Alfred State College on December 4, 1984, and 26+ years later I am still teaching full-time and advising students.

What I learned from these experiences is that it is crucial to push myself to do things that I am not convinced I can do. As a 26-year-old HIM professional I wasn’t sure I was capable of as- sisting St. Petersburg Junior College, but I was willing to give it my best shot.

—Michelle A. Green, RHIA, FAHIMA, CPC

MY BIG OPPORTUNITY was the implementation of DRGs in 1983. I had the opportunity to improve all coding at St Luke’s Hospital in Fargo, ND, as supervisor in the HIM department in preparation for DRGs. I then worked with our data quality coor-

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Opportunity Knocks

dinator to monitor and track payments made under the DRG/ PPS system to the hospital. This included watching sequenc- ing of diagnosis and procedures, quality of coded data, and the overall performance of the coding staff. During this time, I developed self-confidence to move on to my next position as a director of HIM in Orem, UT.

—Patricia L. Shaw, MEd, RHIA, FAHIMA

AS A NEW GRADUATE in 1971 my first job was as the assistant director of an 800-bed teaching hospital. Part of my responsi- bilities involved training all new employees in the health in- formation department. My director saw my interest and skills in working with new employees and felt that I would be a good role model and program director for the new health IT program at a local community college. Through her mentoring process, I was hired as the new program director. From that point I was recruited by a Big Ten university as a faculty member and was successful in achieving promotion and tenure.

The learning experience was invaluable in allowing me to share my knowledge and experience with new young profes- sionals. The positions I have held in educational institutions have given me opportunities to discover my enjoyment of work- ing with young professionals and departmental employees.

—Vickie Rogers, MS, RHIA, FAHIMA

MY FIRST ON-THE-JOB career development opportunity oc- curred way back in the late 1970s—actually 1979 into 1980. My hospital was investigating various computer companies to help us manage our finances, patient accounting, and clinical data collection. This required me to work on a team comprised of leaders from our finance, patient accounts, nursing, and vari- ous ancillary departments. Since the medical record depart- ment played an important role in timely coding and submission of charges, I was very involved in the selection process and the implementation.

I discovered it was not a one-meeting process and that I had to look beyond the functions of the medical record department in evaluating the various companies. The process opened my eyes to how the HIM department impacted so many different de- partments in the hospital, as well as physician practices, since we supplied medical information to help them code their phy- sicians’ hospital activities. I also learned the need to negotiate and compromise for the best outcome for the hospital. It also taught me how to delegate better.

The implementation required a lot of file building. I needed to identify and trust certain staff members to convert our master patient index. I believe that once I demonstrated my willingness to be a team player and look at the big picture, I was selected to participate on additional projects for our hospital, all of which contributed to my professional growth and eventual expansion of my responsibilities. ¢

—Janice Crocker, MSA, RHIA, CCS, CHP, FAHIMA

Meg Featheringham ([email protected]) is assistant editor at

the Journal of AHIMA.

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

STEPS TO LAND A JOB AND BUILD A CAREER IN TODAY’S MODERN HIM JOB MARKET By Priscilla Keeton, MS, RHIT, and Patricia Pierson, RHIA

e-HIM Professionals WANTED

34 / Journal of AHIMA May 15

THE RAPID EVOLUTION of health information management (HIM) has created enormous opportunity for those individuals who are up for the challenge and prepared for the work. With the emergence of electronic health records (EHRs) and supporting technologies, the roles of HIM specialists are under reconstruc- tion. Both new and seasoned professionals are required to ob- tain the knowledge and possess the skills to navigate through the new world of HIM. A plan to traverse the road ahead is nec- essary to build a successful career in HIM, and begins with de- termining and taking that fi rst step. As Winston Churchill once wisely said, “He who fails to plan is planning to fail.”

MAKE THE MOST OF YOUR DEGREE PROGRAM HIM degree programs are essential to the development of tomorrow’s workforce. Th ey prepare future graduates with the

latest domains of knowledge that will be necessary to appreciate various facets of HIM. Beyond the A&P fl ashcards and stack of coding books, there is a shining light of opportunity in the Pro- fessional Practice Experience (PPE). However, program directors report that it is increasingly diffi cult to establish PPEs for their students due to shrinking HIM departments and the increasing number of staff working remotely. Despite these challenges, HIM directors and leadership teams are remiss in not taking this occa- sion to train the next generation of HIM specialists.

Th is is an equal opportunity for HIM students and directors to take advantage of this unique juncture to learn from and inter- view each other. And make no mistake—a PPE is an interview. It is an extended interview for the students to demonstrate their skills, learn about the various functions of the HIM department in order to discover their ideal fi t, and examine the culture of a com- pany to see if this is where they would ultimately like to be em- ployed. HIM directors devote their time to host PPEs for students with the hope of fi nding the best candidates for future positions.

Every aspect of the PPE is under surveillance—timeliness, professional dress, teamwork, work ethic, time management, critical thinking, and work standards. Take advantage of this opportunity to promote your value. Over-deliver when you can and do what is expected—both before it’s expected and better than it’s expected. Th ese are the students that directors want to hire and the employees that will advance.

With this unique opportunity to make all the right moves comes the prospect of also making the wrong ones. Th ere are some common mistakes that can land you on the “do not hire” list. Among the top off enses are those related to inappropriate use of social media, the Internet, and smartphones. Th e world is certainly technology driven and people are increasingly con- sumed by the need to stay connected, but there is a time and a place for these activities. During work hours and/or the PPE, personal use of apps, sites, and gadgets should be minimal. Em- ployers will also make note of inappropriate attire as a reason that someone may not be hirable in the future. It is widely as- sumed that the way a person shows up for an interview is the best they will ever look at the job. Even though this is a PPE, re- member that it is still an interview and one should put his or her

best foot forward in all areas, including professional attire. Another way to gain visibility as a student is to demonstrate

interest in the profession. Participate in AHIMA activities and a state and local HIM association when possible. Volunteering is a great way to meet professionals and it can also be highlighted on your resume and during your interview. Mention the things you did, new information learned, speakers you heard, topics you enjoyed, and whom you met (chances are your interviewer may know them). Remark that you stay abreast of the professional literature and cite the journals and websites that you follow. Th ere are many free journals and e-newsletters you can sign up for, as well as AHIMA e-Alerts, to stay informed of current trends. Networking with industry professionals is also an ideal way to fi nd out about employment opportunities.

Social media can be a powerful tool a student can use to begin networking. Create a LinkedIn account and profi le that high- lights your skills and strengths. Be sure to include industry key- words and information about achievements, associations, and professional goals. Th is ensures that employers will be able to fi nd you on LinkedIn and take that all important next step of re- questing your resume. But beware the blunders of social media as well. While employers use social media to fi nd candidates, they use it to screen candidates as well. Facebook profi les that lack discretion or are not in line with a company’s image can prevent employers from recruiting someone.

Now that you have obtained your degree and made some profes- sional contacts, you need to commit your qualifi cations to paper.

WRITE AN EFFECTIVE RESUME Large companies typically utilize search tools that electronically comb though sub- mitted resumes for keyword matches to a particular job description. It is important

to carefully read the job description and extract key phrases that you can include on your resume to increase your chance of be- ing selected for review by hiring managers. Th e next part of the recruitment process is generally focused on accomplishments and results. Be clear about your qualifi cations and experience.

Resumes should follow some general guidelines: � Demonstrate the value you bring to the company. Resume

screens are typically done in seconds, so your resume should highlight what you are good at and what you want to do, as well as clearly outline how you fi t the job’s requirements.

� Highlight your accomplishments. Employers prefer re- sumes that are accomplishment-oriented rather than those written with general resume language. Employers want motivated candidates that consistently perform past their basic job functions. Focus on demonstrating how you were able to save time or money, gain effi ciencies, build relation- ships, or solve a problem.

� Place job-relevant skills near the top of your resume. Specifi c skills relevant to HIM should be included in the summary section at the top of the resume.

� Utilize a bulleted format. Bulleted lists are more reader- friendly and widely preferred by employers. Be consistent with the use of bullets to prevent the reader from ques-

Journal of AHIMA May 15 / 35

e-HIM Professionals Wanted

STEP 1

STEP 2

36 / Journal of AHIMA May 15

e-HIM Professionals Wanted

tioning why some material is not bulleted or indented. � Don’t list references on your resume. Th ese should be listed

on a separate sheet if you choose to submit them. However, references are generally not submitted unless requested by the employer.

� Verify the formatting of your resume. Formatting on e- mail attachments varies from computer to computer, so it is recommended to experiment by sending the e-mail to various users to verify that format is consistent. Using a text version of the resume is generally the most common format for e-mail.

PREPARE FOR THE INTERVIEW If you have written an eff ective resume and your skills are a good match for the position, you are likely a promising candidate for an interview. Large organizations commonly schedule a phone interview with a recruiter

as a fi rst step. During this phase, the recruiter will ask a series of questions to determine why you are interested in the position, what your salary requirements are, and if you would be a good fi t for the culture of the company. Although this feels very informal, it is important to take this step seriously. Make sure you are in a quiet environment during the phone call with your resume at hand.

If you pass through this initial fi lter, you may fi nally be granted the offi cial job interview. You may not be the only candidate that inter- views for a particular position so you need to make sure that you stand out from the crowd. Th e number one thing you can do is pre- pare. Preparation not only shows that you are very serious about the position, but it helps to alleviate nerves that may otherwise hinder your ability to exhibit that you are the right candidate for the job.

Begin by learning everything you can about the company. With the abundance of information available online, there is no excuse to show up to the interview with little to no knowledge about the company. Scour the company’s website and fi nd out

everything you can about their mission, their range of services, locations, history, news stories, etc. Th e information you gather will help you converse with the interviewer and ask intelligent questions that will demonstrate you have done your homework.

Familiarize yourself with the job description so you know what the employer is looking for in the person they hire. Highlight the skills you possess that are aligned with the job description using examples from your coursework or previous work experience to validate your competency. Practice responding to anticipated interview questions so you can develop concise answers with suffi cient detail. Carefully choose interview clothing that de- picts your professionalism and demonstrates you are serious about the position. Prepare a notepad or portfolio to take with you to the interview that contains extra copies of your resume for distribution, questions that you would like to ask, and extra paper to take notes during the interview. Remember that an in- terview is just as much about you determining if the company and the position is a good fi t. Ask the questions that you need answered to decide if this is the right place for you.

LAND THE JOB While interviewing can be nerve-wracking, most interviews will contain some common questions that you can prepare for in advance. One of the most common interview questions is “Tell me about yourself.” Be prepared to an-

swer this concisely and with focus on what the interviewer would like to know about you with respect to the open position. Th is is not about where you grew up or your hobbies but rather about how you would fi t into the job you are interviewing for. Focus on strengths and skills that directly pertain to the open position. You need to demonstrate that you are the exact person they are looking for. Provide examples with results such as “I increased productivity by 10 percent over a nine month period by… .”

If you are a new graduate with limited experience, don’t let your lack of relevant experience trip you up. Discuss any exposure you had to similar functions during your PPE and demonstrate that you are knowledgeable about the function. If you had access to EHR applications during your degree program or during your PPE, be prepared to establish that you were able to quickly adapt to the software and provide examples of what you were able to ac- complish with those tools. Just remember, what the interviewer is really looking for is your ability to evaluate a situation, determine what needs to be done, and think ahead to the next steps. Th ink about examples you can use during your interview that illustrate this critical thinking, regardless of the context.

In addition to HIM knowledge and computer skills, employers are increasingly seeking soft skills such as critical thinking and problem solving. Interpersonal skills (how well you work with oth- ers) and communication skills (the ability to eff ectively communi- cate with various groups) are among the qualities most sought after by employers. Th ese skills, along with time management and work ethic, indicate higher functioning employees that will get the job done quickly, eff ectively, and with minimal supervision.

At the conclusion of the interview, be sure to reiterate your ex- citement for the position to illustrate your enthusiasm and moti-

Landing a Different Job Within Your Current Organization

WITH THE CONSOLIDATION of HIM departments across the industry, many HIM professionals are fi nding them- selves having to re-interview for new jobs within their orga- nization. To make the transition to the new roles, it is neces- sary to understand what employers are looking for as they restructure their HIM departments with staff that will help them meet the demands of the EHR, the “meaningful use” EHR Incentive Program, and regulatory requirements.

In this scenario, it is important to show enthusiasm for the changing environment, establish that you understand the needs of the new job and have a willingness to grow, and provide examples of how you have met challenges in the past. As a bonus, demonstrate your passion for the profes- sion by discussing how you stay current on HIM topics by reading industry magazines and how you are involved in local organizations for networking opportunities.

STEP 3

STEP 4

Journal of AHIMA May 15 / 37

e-HIM Professionals Wanted

vation. When the interviewer asks if you have any questions, refer to the list of questions you prepared ahead of time and see if there are any outstanding topics you would like to discuss. Finally, re- member to thank the interviewer for his or her time and ask when you might hear back from them or what the next step will be.

TAKING THE NEXT STEP IN YOUR CAREER It is not very often that someone new to a career lands their dream job right out of the gate. For new graduates and career chang- ers, there is a process for getting to where

you want to be. Th e key is to p

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