Designed all curricula and teaching methodologies
vis-a-vis customer care, business process and software education
for the 900 employees of GHC’s Business Operations Division.
vis-a-vis customer care, business process and software education
for the 900 employees of GHC’s Business Operations Division.
PROGRAM MANAGEMENT & DEVELOPMENT
INSTRUCTIONAL DESIGN & TEACHING
- Conducted training needs analysis interviews with stakeholders, business operations managers and process / subject matter experts
- Determined each curriculum's learning objectives, delivery methods and assessment measures
- Developed and delivered change management seminars regarding software upgrades, business process enhancements and insurance billing procedures
- Authored concept proposals, training plans and project summary reports
INSTRUCTIONAL DESIGN & TEACHING
- Designed a ten-module, 25-day Staff Development Program for employees of Group Health’s centralized appointing call center, aligning foundational education (e.g., communication skills and clinical terminology) with application training (i.e., Epic Cadence® appointing and Epic Prelude® insurance registration)
- Produced a 37-minute film ("The Big Picture") used for teaching customer care behaviors and communication skills to call center and in-clinic staff
- Created self-paced learning courses on ProviderOne (Medicaid web portal used by appointing / check-in staff) and iPayment (cash management system used by Pharmacy Operations managers and staff)
- Researched and wrote a 60-page workbook on the history, scope of use and records management requirements for six categories of healthcare insurance
Results:
Throughout my tenure at Group Health, I worked diligently and iteratively to institutionalize curricula and teaching methods that de-prioritized administrative processes--"What the computer needs is . . ."--in favor of empathetic, interpersonal engagement--"What are the patient's / consumer's needs?".
Day-long PowerPoint presentation were replaced with itineraries of sequential, hands-on skills building exercises. Teachers shifted their approach from Lecturer to Director; guiding the cohort through a series of scenarios that gave each student multiple opportunities to sharpen their communication talents while honing their software navigation skills
Over six years at Group Health I created 36 business operations courses, 12 skill building seminars, 24 self-paced learning tools and 8 change management workshops all aligned to the belief that . . .
Throughout my tenure at Group Health, I worked diligently and iteratively to institutionalize curricula and teaching methods that de-prioritized administrative processes--"What the computer needs is . . ."--in favor of empathetic, interpersonal engagement--"What are the patient's / consumer's needs?".
Day-long PowerPoint presentation were replaced with itineraries of sequential, hands-on skills building exercises. Teachers shifted their approach from Lecturer to Director; guiding the cohort through a series of scenarios that gave each student multiple opportunities to sharpen their communication talents while honing their software navigation skills
Over six years at Group Health I created 36 business operations courses, 12 skill building seminars, 24 self-paced learning tools and 8 change management workshops all aligned to the belief that . . .
The Big Picture
In 2009 I conceptualized, wrote and produced, "The Big Picture",
a 37 minute film that demonstrates CARE communication skills
in an array of face-to-face and telephone customer service scenarios.
a 37 minute film that demonstrates CARE communication skills
in an array of face-to-face and telephone customer service scenarios.
Challenged myself to make a change . . .
My time at Group Health Cooperative was a period of hyper creativity and prolific output. However, after six years with the organization, I saw no avenue for my professional development and a diminishing horizon for my creative.
In April of 2011 I began searching for my next mission. The campaign encompassed 63 overtures, 5 phone and 1 in-person interview. On September 2 I was offered (and accepted) a role with Talyst, which began on October 3, 2011.
My time at Group Health Cooperative was a period of hyper creativity and prolific output. However, after six years with the organization, I saw no avenue for my professional development and a diminishing horizon for my creative.
In April of 2011 I began searching for my next mission. The campaign encompassed 63 overtures, 5 phone and 1 in-person interview. On September 2 I was offered (and accepted) a role with Talyst, which began on October 3, 2011.
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