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What's Your ICD-10 HR Strategy?

Cora Nucci, for HealthLeaders Media, February 24, 2014

Poor coordination among providers, payers, and federal regulators is making it difficult for HR to perform its part in ICD-10 preparation. The strategic way forward is to proactively assess your organization's needs and immediately start recruiting, training, and retaining HIT and coding professionals.


Trotter

If there isn't a code in the ICD-10 diagnostic code set expressly for the anxiety that comes from trying to comply with specific federal regulatory mandates, there ought to be. And why not? The expansive catalog of codes includes conditions as detailed as being pecked by a chicken (W6133XD) and enduring a prolonged stay in a weightless environment (X52).

Surely the stress of preparing to meet the Oct. 1 deadline for transitioning to the ICD-10 diagnostic code set is an affliction familiar to hospital and health system CIOs, CMIOs, IT directors, and HR staff. It's ironic, perhaps, that the new code set omits a specific reference to the very pain it inflicts. The closest I can find is "reaction to severe stress, unspecified" (F439).  

One of the biggest obstacles to meeting ICD-10 compliance requirements is the poor coordination among providers, payers, and federal regulators, says Medical Group Management Association Senior Policy Advisor Robert Tennant. "This is a recipe for disaster if all of these pieces don't come together," he said in a recent interview with HealthLeaders Media.

This chaos makes it difficult for HR to perform its part: recruiting, training, and retaining workers who will get the ICD-10 job done. According to the global talent management firm Tek Systems, "many healthcare organizations do not know exactly what competencies will be required, and to what scale."

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