Habush Habush and Rottier

Showing posts with label Epic. Show all posts
Showing posts with label Epic. Show all posts

Tuesday, October 3, 2017

The Blacklist


(burying the lede)
Currently, the Supreme Court is deciding on the legality of Epic's clause in their employment contract that all disputes must be handled by individual arbitration--an action that Epic instituted to prevent all the class action lawsuits that they've been getting over the last few years. Here's a link to an article: TL;DR: SCOTUS is undecided, but not every justice has weighed in.




Lede:
I met a person who was actually affected by the heretofore-existed-only-in-threats-and-rumors Epic Blacklist. He was employed as an implementation analyst at a customer site (never an Epic employee) who was involved in various go-lives at that organization. We'll call him Ray.






After working with this customer and finishing a major go-live, Ray decided to leave the organization for some legitimate life reason, probably family related. His employer was cool with this, and it was an amicable separation. Ray wasn't fired, is what I'm saying. The employer liked him, was sorry to see him go, but was supportive of his future endeavors.

Ray got a job with an Epic-preferred consulting agency, and the agency asked Epic about his eligibility. Depending on which consulting firm agent asked which Epic employee, the firm received various answers as to when they could hire Ray--right now, a few months from now, or a calendar year after the hospital's go-live. The consulting firm found a placement for Ray at a new organization, but when it came time to actually get him working, the new org said it would cost them their "Good Install" to hire him. Ray ended up doing non-epic work until a year had elapsed.

It's real, people. And Epic enforces it by reaching into its customers' pocket books. Ray spoke to his consulting firm during all this, and the firm said that Epic set up Good Install/Good Maintenance as a way to have control over who gets to work on Epic products, without hairy legal issues. In effect, an Epic Client can hire whoever they want, but Epic might charge extra for the privilege of hiring certain people.

update:
A reader posted this on another page here:
How does leaving during an active implementation and/or go-live as a consultant/contractor affect your future job prospects? Can you be blacklisted for leaving a client abruptly? Not to pursue another client, but to take a long break.
Based on an N of 1, the blacklist is time-limited. If you leave during an active implementation, odds are good that you WILL get blacklisted. But the blacklist will probably only last a year. If your break is a year, then you shouldn't have any major consequences. If your break is a couple of months, you'll need to find some non-Epic work to do, or an Epic customer who doesn't mind pissing Judy off. Sutter Health comes to mind.

Wednesday, January 18, 2017

Supreme Court, Epic, and Arbitration

Over the last few weeks, I've seen a bunch of articles popping up about all the lawsuits that Epic is involved in. Read the links, they say it better than I could, but in summary:


Epic got sued a while back over lack of overtime pay. Epic settled, and then changed its employment agreement to require arbitration rather than lawsuits. Epic got sued again, lost, appealed, and the court of appeals said that forcing employees into arbitration was Not Good. Due to variances in different courts (7th Circuit vs 5th Circuit), people have asked the Supreme Court to give its opinion.


Epic: With the Patient at the Heart*


In other news, I thought this was pretty cool: Flint Doctor uses Epic to Expose Lead Crisis. It's almost a year old, but this is the good stuff that Epic should be doing (and getting credit for) all the time.


*and the Employee in the Lower GI Tract

Friday, July 1, 2016

A Patient-Centric Database

I've been thinking a lot lately about patient registries, accountable care networks, and Healthy Planet-type stuff. Personal fact: I'm prone to think up conspiracy-theories and am, at the macro-level, a glass-half-empty person. When you put the two together, it makes this blogger concerned about the future of healthcare.


"With the Patient at the Heart" is printed on the back of Epic's business cards, and emblazoned proudly on company vehicles. I've worked at different organizations that had similar slogans about patients being first and foremost and the most important thing. The underlying sentiment with these slogans is that each patient is a unique individual, and each patient deserves personalized care.

Healthy Planet (and its primary drivers, Obamacare and MU) are active obstacles to that. No longer is Joe Smith a relatively healthy male and a compliant patient with diabetes whose lab tests happen to run slightly abnormal, he's now the 37th entry on the list of patients with an A1C over 7. He's been on that list for a year now, and gets a letter every month saying he needs to come in for a checkup. Mr Smith's doctor is worried, because even though Joe is healthy and doing everything to correctly manage his diabetes, the lab tests run high enough that the doctor gets dinged on his metrics. The doctor is therefore considering dropping Mr Smith as a patient.

Enter Accountable Care Networks. Now, not only is Medicare tracking all your stats, but your employer is too. And because your employer is paying the hospitals, your employer has a vested interested in your health. The healthier you are, the cheaper it is for your CFO, and those savings can be passed directly to the stockholders. Taken to its logical conclusion, given equal experience, equal qualifications, and identical answers during the interview, it's going to be the younger/skinnier/male candidate who gets the job. Age/Gender Discrimination will morph into Health Discrimination.

Discuss below. Are my fears irrational? Is your organization re-working existing teams to meet a growing list of reporting needs that must be available in prod yesterday?

Tuesday, March 22, 2016

Interview-ish article with Judy Faulkner

Courtesy of Healthcare IT News: Epic CEO Judy Faulkner talks EHR Interoperability, Need for a National Patient ID, Physician Productivity

The comment "Unique patient ID has to happen" intrigued me, because that's patently untrue.


Consider:
  • We already have a national ID: Social Security Number. However, that doesn't account for recent immigrants or tourists. 
  • It's possible that every single person living on planet Earth may visit the United States at some point and while visiting may need health care. 
  • You'd need to be able to account for >7,000,000,000 people (and counting). 
  • Tourists may visit the USA multiple times and years apart, and they can't be expected to remember an MRN.
  • A national ID does no good if the potential exists for one patient to have multiple IDs. Within a single hospital, Patient Merge gets used all the time. If you've ever had to deal with Patient Merge AND Care Everywhere, then you know the problems that arise when a hospital can't match the person to the chart. Multiply that by the entire nation. Or the entire planet. 
  • Biometrics are unique and they can't be forgotten because they don't have to be remembered in the first place. 
  • A national (international?) database of biometric information with bi-directional interfaces to every hospital system will need to be created and maintained.
  • Remember Obamacare?

That seems a good place to stop. Discuss. 

Wednesday, September 23, 2015

Lawsuit follow-up: Epic's Arbitration Agreement Unenforceable

The Technical Writer class action lawsuit appears to be underway. According to Hawks Quindel (co-council with Habush Habush & Rottier), Epic attempted to have the case dismissed, citing their arbitration agreement. The judge called baloney on arbitration, citing labor union laws. Epic's writers will get their day in court.

This is a solid victory for IT employees, and obvious sign that IT workers need to unionize.

Update 11/3/15

A reader graciously submitted the full text of the arbitration agreement, which was too large to publish in the comment fields:


"If Epic is forced to operate in a more public manner, they might have to start treating their employees and their customers with a little more trust and respect."

Yes, exactly.  For starters, in April Epic filed a copy of its pre-dispute employment arbitration "agreement" with the Federal court in the J. Lewis v. Epic technical-writers lawsuit.  That is, for the first time as a result of this filing, to my knowledge, the full text of the agreement is in the public domain.  People should read it and see what rights of access to the courts Epic's employees have been told they must abandon in order to work at Epic.  I've copied (or tried to copy) the full agreement below for everyone's edification.

This agreement is truly egregious IMHO.  Judy Faulkner, who styles herself as promoting progressive political principles, ought to be embarrassed to shackle her employees with these limitations to the rights to remedies through the courts that Americans take for granted as a birthright.

For hypocrisy and corporate expediency, she should be expelled from the progressive, enlightened political circles in which she has traveled so effortlessly.

For instance, Faulkner can't possibly reconcile her action in imposing this agreement on the Epic labor force with Senator Tammy Baldwin's co-sponsorship of S. 1133 (see also H.R 2087) the Arbitration Fairness Act of 2015 (https://www.congress.gov/bill/114th-congress/senate-bill/1133/text ).  This bill would make pre-dispute forced employment arbitration agreements illegal.  Senator Baldwin presumably agrees with her bill's finding that "A series of decisions by the Supreme Court of the United States have interpreted the [Federal Arbitration] Act so that it now extends to consumer disputes and employment disputes, contrary to the intent of Congress."  It is these misinterpretations that permit Faulkner to force her employees to "agree" to forced arbitration as a condition of employment.

Here is the agreement -- I hope its details are widely discussed throughout Epic and the broader Madison community:

MUTUAL ARBITRATION AGREEMENT REGARDING WAGES AND HOURS

April 2, 2014

Agreement to Arbitrate. Epic Systems Corporation ("Epic") and I agree to use binding arbitration, instead of going to court, for any "covered claims" that arise or have arisen between me and Epic, its related and affiliated companies, and/or any current or former employee of Epic or a related or affiliated company. I understand that if I continue to work at Epic, I will be deemed to have accepted this Agreement.

"Covered claims" are any statutory or common law legal claims, asserted or unasserted, alleging the underpayment or overpayment of wages, expenses, loans, reimbursements, bonuses, commissions, advances, or any element of compensation, based on claims of eligibility for overtime, on-the-clock, off¬the-clock or other uncompensated hours worked claims, timing or amount of pay at separation, improper deductions of pay or paid-time-off, fee disputes, travel time claims, meal or rest period claims, overpayment claims, claims of failure to reimburse or repay loans or advances, claims over improper or inaccurate pay statements, or any other claimed violation of wage-and-hour practices or procedures under local, state or federal statutory or common law.

I understand and agree that arbitration is the only litigation forum for resolving covered claims, and that both Epic and I are waiving the right to a trial before a judge or jury in federal or state court in favor of arbitration.

The Arbitrator shall have the authority to award the same damages and other relief that would have been available in court pursuant to applicable law. The arbitrator shall follow the rules of law of the state which is the employee's principal place of work, any applicable Federal law, and the rules as stated in this Agreement. The arbitrator shall have the authority to grant any remedy or relief that the arbitrator deems just and equitable and which is authorized by and consistent with applicable law, including applicable statutory or other limitations on damages.

Waiver of Class and Collective Claims. I also agree that covered claims will be arbitrated only on an individual basis, and that both Epic and I waive the right to participate in or receive money or any other relief from any class, collective, or representative proceeding. No party may bring a claim on behalf of other individuals, and any arbitrator hearing my claim may not: (i) combine more than one individual's claim or claims into a single case; (ii) participate in or facilitate notification of others of potential claims; or (iii) arbitrate any form of a class, collective, or representative proceeding.

At Will Employment Unchanged by this Agreement. Nothing in this agreement changes or in any manner modifies my relationship with Epic of employment-at-will.

Claims not Covered by this Agreement. Covered claims under this agreement do not include claims alleging discrimination, harassment, or retaliation. Also excluded from this agreement are any claims that cannot be required to be arbitrated as a matter of law. I also understand that I am not barred from filing a claim or charge with a governmental administrative agency, such as the National Labor Relations Board or Equal Employment Opportunity Commission, or from filing a workers' compensation or unemployment compensation claim with respect to covered claims, though I am giving up the opportunity to recover monetary amounts from any such governmental agency related claim (e.g., NLRB or EEOC) and would instead be able to pursue a claim for monetary amounts through arbitration. I also understand that if a third party seeks to have Epic garnish my wages, I may be subject to third-party garnishment proceedings in court, even though such a dispute concerns my wages.

Right to Representation. Both Epic and I shall have the right to be represented by an attorney in arbitration. Neither side is entitled to its attorneys' fees except as provided for by applicable law.

How to File for Arbitration. To file a demand for arbitration:

1.            The party desiring to pursue a legal dispute must prepare a written demand setting forth the claim(s). Epic will pay its own filing fees. If I initiate the arbitration, I will pay the lesser of the American Arbitration Association's then-current filing fee (as of this date, $200), or the then-current filing fee applicable in state court.

2.            The employment dispute resolution rules of the American Arbitration Association ("AAA") effective at the time of my filing will apply. The current version of the rules can be found on pages 15-31 here: https://www.adr.org/aaa/ShowProperty?nodeld=/UCM/ADRSTG_004362&revision=latestreleased. These rules are modified by the terms of this Agreement, including the following:

     a.       Epic will pay the arbitrator's fees and the arbitration filing and administrative fees, less my initial payment for the applicable filing fee;

     b.       Epic and I will each have the opportunity to "rank" our preference for the appointed arbitrator from a list of nine proposed arbitrators and the AAA will then appoint the arbitrator;

     c.        The arbitrator shall have the authority to issue an award or partial award without conducting a hearing on the grounds that there is no claim on which relief can be granted or that there is no genuine issue of material fact to resolve at a hearing, consistent with Rules 12 and 56 of the Federal Rules of Civil Procedure ("FRCP");

     d.       Each party shall be entitled to only one interrogatory limited to the identification of potential witnesses, in a form consistent with Rule 33 of the FRCP;

     e.       Each party shall be entitled to only 25 requests for production of documents, in a form consistent with Rule 34 of the FRCP;

     f.        Each party shall be entitled a maximum of two (2) eight-hour days of depositions of witnesses in a form consistent with Rule 30 of the FRCP;

     g.       The arbitrator shall decide all disputes related to discovery and to the agreed limits on discovery and may allow additional discovery upon a showing of substantial need by either party or upon a showing of an inability to pursue or defend certain claims without such additional discovery;

     h.       The arbitrator must issue a decision in writing, setting forth in summary form the reasons for the arbitrator's determination and the legal basis therefor; and

     i.       The arbitrator's authority shall be limited to deciding the case submitted by the parties to the arbitration. Therefore, no decision by any arbitrator shall serve as precedent in other arbitrations except in a dispute between the same parties, in which case it could be used to preclude the same claim from being re-arbitrated.
Settlement. I may settle any dispute with the company at any time without involvement of the arbitrator.

Modifications and Amendments. I understand and agree that Epic may change or terminate this agreement after giving me 90 days written or electronic notice. Any change or termination will not apply to a pending claim.

Savings Clause & Conformity Clause. If any provision of this agreement is determined to be unenforceable or in conflict with a mandatory provision of applicable law, it shall be construed to incorporate any mandatory provision, and/or the unenforceable or conflicting provision shall be automatically severed and the remainder of the agreement shall not be affected. Provided, however, that if the Waiver of Class and Collective Claims is found to be unenforceable, then any claim brought on a class, collective, or representative action basis must be filed in a court of competent jurisdiction, and such court shall be the exclusive forum for such claims.

Controlling Law. I agree that this agreement is made pursuant to and shall be governed under the Federal Arbitration Act.

Monday, August 31, 2015

More Comparisons with Amazon

I saw this article on LinkedIn: I Had a Baby and Cancer When I Worked at Amazon. This Is My Story

The gist is this: A high-ranking woman at Amazon went on maternity leave, and whilst on maternity leave, was diagnosed and treated for cancer. When she returned to work, 5 months later, the team she managed had all but disbanded, and she was given make-work assignments. She resigned shortly thereafter.

She referred to another article about Amazon, Inside Amazon: Wrestling Big Ideas in a Bruising Workplace, which sounds disturbingly like Epic, but the employment abuses are streamlined into bona fide processes.

Important quotes from the NY Times article:
Some workers who suffered from cancer, miscarriages and other personal crises said they had been evaluated unfairly or edged out rather than given time to recover.
[L]ife inside its corporate offices is largely a mystery. Secrecy is required; even low-level employees sign a lengthy confidentiality agreement.
Articles like these, combined with my own experience at Epic, lead me to one conclusion: IT workers need to unionize.

In other news, UGM started today. Epic customers, expect delayed responses from your TS and IS as they're restaffed as traffic enforcers, tour guides, and concierges.

Thursday, July 30, 2015

Cerner gets DoD Contract

Full story over on healthcareitnews.com. Since Judy has all the appearances of a shady businesswoman (see my previous posts on the subject), I'm pleased that she did not win the contract. Since there's been so much conflict of interest with other stuff, given Judy's presence on Obama's EHR group, I'm glad that in this situation, Epic gets to be above board.

Anecdotally, Cerner is garbage, and the DoD has admitted faulty software choices in the past. In 5 years, I expect they'll be transitioning to Epic.

Wednesday, July 29, 2015

The QA Lawsuit--Aftermath

Several weeks ago, I received this comment on the Epic and the Non-Compete post:
You might want to consider writing a new blog post about this feature of the story. One thing that was reported in the paper is that Epic is "encouraging" QAers to donate the money to Access Community Health. Epic's communications to QAers about the settlement have been very good at those things Epic does to explain how you can give the money to Access, or keep it for yourself, but choose carefully. One quickly gets a sense of what the "careful" choice is.

What I'm surprised nobody has mentioned is that Judy's husband, Dr. Gordon Faulkner, is a physician for Access. I think Access is a worthy cause and have nothing bad to say about them. They do a lot of good work in the community. However, something feels very wrong that Epic has settled a court case over accusations of misdeeds towards its employees, and is exerting influence over those very same employees to send that settlement money to the employer of the founder's husband. If this isn't illegal, it at least feels unethical. And a bit arrogant and ignorant on Judy's part to think that it wouldn't be noticed.
Conflict of interest is nothing new for Judy, but this takes it to a new low. It reminds me of those mining towns where everyone worked in the mine. The mine would own the housing, run the only store, and pay wages in store credit. It was a more creative form of slavery, and it's one of the reasons why labor unions were necessary.


Judy could have picked any charity. Doctors Without Borders, UNICEF, American Red Cross, Madison Ballet, heck, even Planned Parenthood and Organizing for Obama America would have been acceptable choices in order to avoid conflicts of interest. Instead, it's "Take the money that you won because I'm not paying you what you deserve, and give it to my husband."

Wednesday, March 11, 2015

Work Hard. Have Fun. Make History.

I don't know if Judy still tries to compare Epic with Amazon, but the comparison is more accurate than I originally thought.

Recently, I ran across Amazon's slogan: "Work Hard. Have fun. Make History." It bears a certain resemblance to Epic's slogan: "Do Good. Have Fun. Make Money." I'm not sure whose slogan came first, but I'm curious about who copied whom.

So I started doing some research. I found this article with an image of Amazon's slogan emblazoned in 9000-point font in its warehouses fulfillment centers. It didn't give me a date for the slogan, but it did describe working conditions and a management strategy that is all too familiar.

Since Judy also compares her company to Google and Facebook, here are their slogans:

Google: Do No Evil.
Facebook: Move Fast With Stable Infra. Previously, it was Move Fast, Break Things.

Tuesday, January 27, 2015

Epic's Customers


I've been working on a list of Epic's customers. I thought it might be useful to those seeking employment after their non-competes have expired. I struggled with how to format it in a useful manner, and then decided just to throw in the towel. It's better to teach folks how to do research than to do the research for them. (Also, more than any other post I've published, this caused no small amount of fear of Epic instituting some kind of shady repurcussions that would affect my current employment.)

Anyway, I used these search terms in google:
And then I just read the comments on various articles and if that triggered further searches, I rolled with it. One such comment on a nursing blog said this:
you can download an app in your iphone "mychart" it will show you the states that have EPIC program

The MyChart app is available on Android now, and it lists each organization by the state that they serve.

If it's full time work you want, start your job search with a trip to the app store of your choice.

And if anyone else wants to publish a full or partial list, I'll link to it.

Friday, January 23, 2015

By Request, Epic's Severance Agreement

Some comments on my first post alluded to a severance agreement. I promised to post it when I received it, so here it is:
The full text:
SEVERANCE AGREEMENT AND RELEASE

Regardless of whether I sign this agreement, I will be paid my normal salary and for my unused vacation accrued through my last day of work, subject to Epic's policies on pay upon termination. (Only add this language if you would not pay out unused vacation)

If I sign this Agreement and abide by its terms, my last day of work at Epic will be ________, 20__ (The "End Date"). For that End Date to be in effect and to receive the severance benefits described below, which are in addition to anything owed to me, I must sign and return this agreement to epic no later than _______, 20__. Prior to the End Date, I will fulfill my commitments to Epic in a professional and timely manner, including abiding by Epic's policies.

Epic will provide me with severance in the form of continuation of my base salary in effect on the End Date, less standard payroll deductions and withholdings, for ____ (__) weeks. The first installment of severance will be provided to me on Epic's first normal payroll date following the End Date that is at least seven (7) business days after Jennifer Peterson in Human Resources receives my signed agreement.

Although my receipt of severance pay and other factors may affect my unemployment insurance benefits, if I am awarded such benefits, Epic will not appeal that award. If I am denied such benefits, Epic also will not appear at any unemployment insurance appeal tribunal hearing unless required by law.

I am not entitled to any other severance, benefits, vacation , paid time off, leave, equity interest, bonus, commission or other payment, compensation, or consideration of any kind (including, for example, that Epic will not match any 401(k) amounts contributed by me in 2012), except those expressly described in this agreement. I have been paid all other compensation owed and for all hours worked except those expressly described in this agreement. I have been paid all other compensation owed and for all hours worked except as described in the first paragraph above, received all leave and leave benefits and protections for which I am eligible, and haven't to my knowledge suffered an on-the-job injury for which I haven't already filed a claim.

I agree not to reapply for or seek employment with or at Epic.

I generally and completely release, and promise not to sue, the Company with respect to any and all releasable claims I may have against the Company. The "Company" includes Epic, it's affiliates and subsidiaries, and its and their past and present officers, directors, employees, agents, owners, insurers, predecessors, successors and assigns. This release does not apply to any claims that may arise after the date I sign this agreement or any claims that cannot be released under applicable law. Otherwise, the release claims include all claims, whether or known now or later discovered, whether based on contract, tort, statute or otherwise, which arise out of or are in any way related to any events, acts, conduct or omissions occurring prior to my signing this agreement, including claims for future damages allegedly arising from the continuation of the effects of any such events, acts, conduct or omissions. For illustration only, the released claims include any claim arising out of (1) alleged discrimination of any type, (2) my Epic employment, agreements, compensation or benefits, or the termination of employment, or (3) any federal, state or local law, regulation, ordinance or order concerning the employee relationship, compensation or benefits, or the termination of employment. Nothing in this release is a waiver of a right to file a charge or complaint with administrative agencies such as the federal EEOC that I cannot be prohibited from or punished for filing as a matter of law, but I waive any right to recover damages or obtain individual relief that might otherwise result from the filing of any such charge with regard to any released claim.

This agreement represents the entire agreement between Epic and me, and it completely supersedes any prior or simultaneous oral, written, or implied agreements, statements or understandings concerning its subject matter. This agreement doesn't supersede my continuing obligations under the Epic Employment Agreement, including for example obligations relating to confidentiality, intellectual property or non-competition, or other continuing obligations that I have to Epic under any other agreement.
This jiggered some memories I had of when Epic tried to get me to repay the moving costs that they incurred by employing me. I told them I would do no such thing, and they let the issue drop.

Thursday, December 4, 2014

Epic and the Non-Compete

My google alert for the QA class action lawsuit notified me of something interesting this week. Apparently, some of the local consulting companies were poaching from Epic. Thanks to some shady practices which have all been mentioned in the comments on this blog, Epic got Vonlay (which is in the process of being bought by Huron Consulting Group in Chicago) to agree to a two year non-compete for ex-Epic employees. Read the article here.

There are several noteworthy items. I've italicized quotes from the Isthmus article.
  1. The Healthcare IT world knows that Epic underpays and overworks its employees. As soon as the ex-employee goes to consulting, they start to make double the pay with fewer hours. "You can make $180,000 to $200,000 a year," says a consulting executive, compared to the $100,000 that same employee might have made back at Epic. "And for us, it's 40 hours billable, maybe 50 total including travel."
  2. Non-competes are bad for job-seekers, bad for companies looking for qualified staff, and bad for communities. There is, in fact, compelling evidence that broad no-compete clauses suppress economic activity and damage wage levels, according to the Ewing Marion Kauffman Foundation, which promotes entrepreneurialism. It reports that "job creation and economic growth will be hindered" by the clauses, and workers subject to strict noncompete terms suffer "lower compensation in their next job, skill atrophy and a degradation of professional networks."
  3. Epic is shady. Epic had successfully intervened at the 11th hour to insist that Huron not hire Epic employees within two years of them leaving the company. 
  4. Epic operates with questionable legality. [Speculation] circles around Epic fearing it might be treading on federal antitrust laws and being accused of anti-competitive business practices.
  5.  Epic doesn't want what's best for its customers or what's best for its employees. Epic only wants what's best for EpicJudy. Epic enforces its no-hire clause through "conspiring" with its customers, which include all of the hospitals and major physician practices, and through the third-party consulting companies.  Epic... effectively dictates job terms and other matters to the consulting companies, whose business is augmenting staff and fine-tuning software for Epic clients once their system is up and running. If those consulting firms fail to toe the Epic line, the company can deny them access to the technical documentation for a health system's Epic software. And that means the consultants can't do their job.
    Clients, on the other hand, are rewarded for agreeing to honor Epic's noncompete clause in their own hiring -- in the form of receiving substantial "preferred customer" discounts to their yearly maintenance fees.
    In the end, this means a hospital can't turn around and hire the young Epic whiz kid who just spent two years installing its Epic software. Nor can that Epic wiz kid quit her job and walk across the street to work for an Epic consultant who might have a contract with that hospital
  6. If there were enough backlash, Epic might back down further on the non-compete. Huron and Vonlay officials did not respond to queries, but Epic spokesman Brian Spranger confirmed that Huron had agreed to a two-year noncompete term. And then the shocker: "This is being reverted to a one-year term." Spranger offered no explanation in his email for the reversal. "We'd rather not comment on the policy as a whole." 
This was one of the more interesting articles I've read about Epic in a long time. Perception is reality, according to the pre-staff meeting powerpoint slides. I wonder how Judy feels about her company being perceived as a shady, strangleholding, antitrust-worthy corporate giant.

Tuesday, October 14, 2014

Epic's Principles, Part 10

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity. 
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

We've arrived at the final installment, and the one I'm least qualified to write about, as my tenure at Epic predates this principle.

Business books describing streamlined, high-functioning teams or companies generally agree that there is value in hearing all viewpoints regarding a given issue. Leaders don't always have the best view of what's happening on the ground, and smart leaders like to know if they're rapidly progressing to a cliff. Also, a team cannot be high-functioning if its members are working at cross purposes. Once the decision-makers have had their say, the team must unify their efforts. This is a sound business principle, and a good idea.

However, this requires that leaders be able to admit that they're wrong. I don't think Epic's leadership has that ability. Those stillborn ideas that I remember from staff meetings were never spoken of again, and no documentation existed in the first place. I can't imagine any of the power holders at Epic admitting that they thought developing a Farmville-esque Facebook game about healthy kids* was a good idea. For dissent to be valuable, leaders have to listen to it, and to listen to it means they have to acknowledge that they may be wrong. Epic's culture doesn't permit the rank and file to question authority.

I saw this article about the Pontiac Aztek, and it seems appropriate.

The 13th principle is a good goal, but I don't see how Epic can actually follow it--they'd have to change a lot about their culture and philosophy to make it happen. It's admirable that Epic has considered it, and that Epic is encouraging it (at least on paper), but I don't see their cultural inertia changing directions any time soon. On behalf of all current and future Epic employees, I'd love to be proved wrong here.


*I remember Judy talking about this idea several times over a period of a couple months.

Thursday, September 4, 2014

Epic's Principles, Part 9

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity. 
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

If Epic actually meant "philosophy and culture" as it's understood by most people, then it's an abject failure. But if they meant "Drink the kool-aid until you drown in it," then they're doing pretty well. Paraphrased as "Teach Epic's philosophy and culture," then the principle makes perfect sense.

Epic has a particular philosophy and culture which many businesses don't adhere to, so the business philosophies that new Epic employees just spent 4-6 years studying in college don't always apply. Epic has to instruct these new employees in the specific way that Epic runs. Sometimes Judy provides this instruction bluntly in the monthly staff meetings, at other times the employee just picks it up by diffusion.

One of Epic's unique business philosophies is that "it's better to hire someone with no relevant experience and train them from the ground up than to hire a seasoned software developer and have them unlearn everything so they can do Epic development." As flawed as I think that belief is, it is fully in tune with Epic's philosophy, and it is definitely taught.

I'm drawing blanks on other examples of Epic's philosophy. Add your own in the comments.

As for Epic's culture, they don't teach this as explicitly. In theory, it's laid back (e.g., no dress code) and  flexible (work hours). In practice, there is a distinct dress code that successful Epic employees follow--nice blue jeans and at minimum, a nice-looking "casual" shirt. Holey sweat pants and Packers jerseys might work once in a while if worn ironically, but if you show up every day looking like that, you're not going to work there long. The flexible hours (as I've written before) amount to "Come in as early as you'd like before 9 am, and stay as late as you need to after 5 pm." You either learn the culture and drink the kool-aid, or you leave the company.

Epic does teach its philosophy, but it doesn't teach its culture. You're expected to learn and follow both.

Thursday, July 31, 2014

Epic's Principles, Part 8

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

Principle 10 is interesting--it used to be "Don't take on debt, no matter how good the deal," but apparently Judy had to buy some buildings on credit. It's nice that day-to-day fiscal responsibility is a priority, but unfortunately, I'm in no position to know how well Epic is doing on that. The company is privately owned specifically to keep this kind of information out of the public.

Epic gets a bye on this one, due to my lack of insider information.

Because of that, you get a twofer this week. "Focus on competency. Do not tolerate mediocrity." As with most things, Epic takes an inconsistent approach to this.

Judy most assuredly does not tolerate perceived mediocrity in its employees, but she sure is happy to have the least mediocre EHR out there. There's a difference between Best and Least Bad. Epic is adequate, but the volume of user complaints and bug reports preclude any claims of excellence. Epic does try, though; they're just hampered by how they enforce their ban on mediocrity.

I'm talking about how Epic churns and burns through its employees. New employees are trained to a level of adequacy, then left to sink or swim on their own. If they start to sink, rather than fish them out of the pool and enroll them in swim lessons, Epic lets them drown.

Most business knowledge that I've come across (google: retraining vs replacing employees) advocates that retraining is the more sound business decision. In terms of lost productivity and monetary expense, replacing costs more. Consider Epic: When I was there, communal wisdom stated that it took about 9 months for a TS to become self-sufficient after being hired. Retraining the under-performing employee should take about a month or two of concentrated effort. Replacing that employee starts the 9 month counter over. If most people are leaving sometime between 1.5 and 2.5 years, then the customer is getting minimal competency from their TS.

If training were better, and could be compressed into a shorter time frame, that would help Epic live up to its principle. Get the employee competent faster. If Epic retrained the underperformers--time management skills, prioritization, troubleshooting shortcuts, etc--then they wouldn't have to give up 9 months of non-productive time. Epic wouldn't have to pay that new employee for 9 months on the promise of only a couple months of productivity after that.


While Epic tolerates mediocrity in their product, they are quick to fire mediocre employees, which is a no-tolerance response. Epic has historically struggled with getting its employees the right training, and Epic never retrains. Competency is assumed, never questioned, and never corrected if necessary. There's little proof of a focus on competency. Epic fails on this principle.

Friday, July 25, 2014

Epic's Principles, Part 7

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

"Follow processes. Find root causes. Fix processes."

This one has always bothered me from a semantics angle. What is the Epic Employee to do with the knowledge of the Root Cause? Why was the employee told to find it? What if the process wasn't the root cause of the problem? I would have rephrased it to "Follow processes. Find root causes of problems. Fix root causes."

Epic has a lot of processes that need fixing, and since several of these processes have been flawed for the better part of a decade (at least), it's clear that Epic has no interest in fixing them. The most obvious example of this is their HR practice. Epic follows the practice of hiring the best and the brightest of the inexperienced. Shortly after the employee becomes competent with solo work, the load gets bigger until the employee either buckles under the strain or decides that the strain isn't worth it. At that point, the employee starts looking for work outside of Epic, taking all that experience with him.

The root cause of that problem is firing the employee instead of investing in their growth. Since Judy has gone on record at a staff meeting to lament their employee retention numbers, she could kill two problems by fixing one root cause.

Then there's the problem of Epic's development. Everyone who's gotten a peek behind the curtains knows that Epic's code base is held together with chewing gum and baling wire. A bona fide Patient Safety Escalation comes out every other week, and there are about a dozen Care Concerns each week.

Development processes were followed; Epic has numerous checklists for that. Problems were introduced into the product. Root causes were discovered by the Patient Safety committee. The problems were fixed after the fact (mostly), but the processes that allowed those issues into the software weren't modified.

The root cause of a given PSE is relatively easy to discover, and the code change required to prevent that specific problem from occurring in the future is manageable. However, the root cause of Patient Safety issues in general hasn't been looked at. How can Epic prevent buggy software from going out? I've heard suggestions (and posited some of my own), but nothing has changed.

While Epic talks a big game about fixing processes, they don't really deliver on that.

Wednesday, June 25, 2014

Epic's Principles, Part 6

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

Epic has a slide, so I guess that's got to count for something.

Seriously though, there's a fine line between having fun and frivolously wasting money. UGM walks that line nicely. There are loads of customer-centric events that (to me, at least) never appeared to be gross misuses of money. For customers visiting Verona's campus, Epic follows this principle pretty well.

However, for Epic employees visiting customer sites, fun with customers usually isn't a priority. While visiting Epic staff could suggest going out for a meal during lunch or after work, many Epic customers prefer that visitors' time be devoted more to resolving issues than extra-curricular socializing. Given various legal and ethical issues around vendors paying for clients' meals and vice-versa, the Epic employees that I've dealt with are doing the right thing, even if it's not necessarily following Epic's 8th principle.

Out of 8 principles so far, Epic's actually following 3 ½ of them (and two of those are gimmes).





Friday, May 16, 2014

Epic's Principles, Part 4

It's been a while since I first posted the full list. Ergo:

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

 This week brings us to Principle 6: Have standards. Don't do deals.

Whenever I heard Judy explain it at staff meetings, she related it to the price of the software. I.e., Kaiser pays the same price per license as Maine Health. Epic isn't going to give one customer a huge discount just to get its business. Like the first two principles, I never saw how it related to me, personally, as someone not in a position to make deals. As I'm thinking about it now though, with my embittered snarkiness in full bloom, Judy and the sales team are the only folks at the company who are even in a position where they could follow this principle, in Sales or otherwise.

If Epic employees had standards, they wouldn't allow themselves to work 60-80 hour weeks. If Epic employees had standards, they'd give their bosses realistic expectations of the work that they can realistically handle in a given week. If Epic employees had standards, they would politely but firmly inform their TLs that their customers are used to certain standards of support, standards that will no longer be achievable if the employee's customer load increases.

I've often said that one of the reasons Judy primarily hires recent college grads is because they don't yet know what is standard for work expectations. If they don't know any better, they're easier to exploit.

Realistically though, the Epic rank-and-file just aren't in a position where they can obey Principle 6. If they tried, they'd be out of a job faster than you can say "Fix processes." In fact, Epic actively encourages its employees to lower its standards. I remember a conversation I had with my TL, after he listened in on a weekly issues call with my customer.
TL: You said "I don't know" a lot.
Me:  That's because I didn't know the answer off the top of my head. I want to research it before giving them potentially incorrect information.
TL: Just tell them something, and then correct it later.
Me: ...Ok... (raised eyebrow)

After the next issues call the TL listened to:
TL: You told them some things that aren't right.
Me: But you said--!
You get the picture, and you've probably lived through it. It is possible in certain areas of life to have standards that are too high. However, in a situation with as much potential for harm as clinical software, there shouldn't be any compromises when it comes to accuracy. You shouldn't have to make a deal between response time and response accuracy.

The "don't do deals" aspect is also interesting, in that it's definitely one sided. Epic won't cut a deal for anyone, but boy-oh-boy will it wring every last advantage out of anything that comes its way. I'm thinking primarily of how it burns through its employees, but I'm sure Judy is reaping lots of rewards from her seat on Barack's EHR panel.

In any rate, the upper echelons at Epic are in a position to obey the principle as it relates to customer expectations. But internally, standards are always movable.

Friday, May 2, 2014

Epic's Principles, Part 3

See the previous posts here:
Part 1
Part 2

Epic's next principle is 5: Be frugal.


Good advice, but I don't think Epic actually follows it.

Dictionary.com defines frugal as:
economical in use or expenditure; prudently saving or sparing; not wasteful

Epic is not that. Epic wastes money (not in large sums, at least not that I've been privy to) on lots of little things that add up. Epic wastes its employees' time, and it wastes its employees in general. 

I remember when I was working there, every office received its own Dymo label maker. Previously, you could only find a label maker in the supply rooms. I'm not sure what the demand was that necessitated a label maker for every 1.5 employees--I don't think I ever had to wait to use it, even when there was only one per floor. The label makers in question have a current list price of $29.99 (available on Amazon). I doubt Judy paid full retail price for them, as I'm certain Epic has enough sense to get bulk discounts where available. Even so, my back-of-the-napkin calculation has the price of enough label makers for every office at Epic being close to one employee's yearly salary.

I would rather Epic had spent that money on hiring an additional TS, in keeping with Principle 3: Expectations = Reality. I expect my TS will be fully committed to my customer and no one else, and that is not reflected in reality.


Epic is not frugal with its employees' time. It takes 6-9 months for a new TS to become self-sufficient. Epic's customers are paying that TS for the time spent on the steep learning curve (which doesn't make the customers happy--no one likes paying master prices for apprentice work), which will then go to waste as the average employee will leave Epic (one way or another) after another 12 or 18 months. Epic is throwing a quarter of its salary expenditures down the drain--they're not reaping any rewards from retaining skilled workers--they train the employees and then fire them (or burn through them) just as they get the knowledge sufficient to do their job effectively. At that point, Epic adds multiple customers to a single employee's roster, which turns a functional, bright, excited little worker bee into a stressed, overworked, non-functional drone. Epic wastes (definitions 4 or 5) its employees.

And some of the uses that Epic puts its employees to just don't make good business sense. The "starting salary" of a TS, when put in hourly form, was about $28 when I started at Epic. Some employee duties included making popcorn for the Staff Meetings, and directing traffic at UGM. I don't know of any popcorn makers who earn $28 an hour, and that's not counting the lost productivity cost in taking that employee away from customer-facing work. The frugal thing to do would be to leave that employee in his office so he can work on billable tasks. Pay a local store to make all the popcorn--the increased productivity from Epic's employees will pay dividends, even if outsourcing the popcorn costs a little bit more per box. The same goes for all the UGM work, which is addressed in greater detail here.

Epic is frugal with employee salaries, so that's something. Compared to other software companies of similar size, and even the salaries of analysts at Epic's customer sites, the Epic employee is receiving less pay than people doing similar (sometimes identical) work at other organizations. Epic is very generous with its raises though, and those who are permitted to stick around make money hand over fist. But the average employee isn't going to last long enough to get that kind of salary. The low starting salary coupled with the huge raises for long-timers leads to a good-looking average salary, but chances are you're not going to hit that average during the typical short tenure of an Epic employee's employment. 

Further breaking the illusion of frugality, there's Epic's artwork, which can best be described by borrowing from Hooters: tacky and unrefined. Judy is on record saying that the art work is a miniscule amount of the yearly budget. But as perceptions also equal reality, it gives the appearance of wasting a lot of money. Customers do not feel as though installing a tube slide or putting a paper-mache giraffe in a forest of fake bamboo is a good use of the copious amounts of money they've paid into Epic's coffers.

There's also the campus, which grows like a tumor. All that construction isn't cheap, and I understand that Judy had to modify the 10th principle because of it. "Don't take on debt, period" is a completely different from "Don't take on debt except in these specific circumstances."

The key to frugality is the wise use of resources. I'm not sure what the return on investment was for those label printers, or if there was one to begin with. If Epic spent more on outsourcing those tasks that don't require extensive, specialized software knowledge (like making popcorn and directing traffic), and less on cool gadgets (like popcorn machines), the appearance of frugality would show more. As it stands now though, there is nothing frugal about Epic.