Training programs are evolving as HTM teams face more complex, connected medical equipment and changing skill needs.
By Bessie Cherry and Joseph DeLuca
Healthcare technology management (HTM) teams operate in the real world. In environments where downtime is visible, staffing can be stretched, and there is no pausing of patient care while a technician “learns on the job.” It’s a challenging reality and exactly why the definition of a high-performing biomed is changing.
The fundamentals still matter: electrical safety, disciplined preventive maintenance, and strong troubleshooting instincts. But modern medical technology now layers software, interoperability, connectivity, and cybersecurity considerations on top of the traditional electro‑mechanical foundation, expanding the skills required for effective service.
This shift is reflective of how quickly device ecosystems are evolving. As healthcare systems adopt more connected and complex technologies, the skills gap may continue to widen unless training models evolve. The departments that can close the gap most are those that treat training as a continuous capability.
Why Does the Skills Gap Feel Different Now?
Historically, competency often grew through repetition: Technicians saw similar device families, built pattern recognition, and gained confidence call by call. Competency today can’t rely on years of repetition. The pace of technology forces us to build capability intentionally—through structured learning, applied practice, and reinforcement that technicians can actually use on the job.
Today, variability is higher and, often, so are the stakes of “figuring it out live.” Three changes show up consistently across HTM environments:
Complexity is compounding. Even when hardware appears familiar, software updates can change workflows, menus, alarms, and configuration pathways. Troubleshooting is increasingly less about simply replacing a component and more about tracing system behavior end‑to‑end.
Connectivity is the norm. Connected devices rely on stable network and wireless conditions, and service events often involve determining whether the issue is the device, the configuration, or the environment. Many HTM leaders are actively discussing how biomeds will take on more IT‑adjacent responsibilities as technology becomes more integrated.
Cybersecurity is now part of service reality. Access controls, patching constraints, and security policies influence what technicians can do, when they can do it, and who must be involved. When training does not include cyber‑aware service behaviors, technicians are left navigating risk and policy under time pressure instead of following a clear, consistent playbook.
The Most Common Skill Gaps Emerging in HTM
While every shop has its own modality mix and staffing model, the gaps tend to cluster into a few practical categories:
- Connectivity and wireless fundamentals. This is often the “quiet gap.” Technicians can be strong on device fundamentals yet lose significant time when connectivity is the root cause. Training that covers basic network concepts and common wireless pitfalls can help reduce avoidable handoffs and improve resolution time—especially when collaboration with IT is required.
- Software-first troubleshooting. Many service issues present as software behavior, configuration drift, access problems, or integration failures. That shifts the troubleshooting mindset toward validating settings, reviewing logs, reproducing conditions safely, and differentiating device faults from workflow or interface issues.
- Interoperability awareness. When devices exchange data, HTM becomes part of a broader chain. Training does not need to make technicians experts in every interface standard, but it should build confidence in understanding dependencies—what connects to what, where failures can occur, and how to validate end‑to‑end performance.
- Cyber-aware habits (not cyber heroics). Cybersecurity training for HTM works best when it focuses on consistent service-safe behaviors: understanding why controls exist, recognizing common risk triggers, and knowing when to engage IT/security partners.
- Time-to-confidence for new and transitioning technicians. New or transitioning technicians may often seek the fastest path to competency without relying solely on learning during live service calls. They may respond best when training is positioned as the practice layer that builds confidence and accuracy—not additional theory without a clear next step.
How Training Models Are Evolving
Successful training typically matches how adults learn in high‑stakes operational environments: short cycles, applied practice, coaching, and reinforcement.
Blended learning is quickly becoming the default. Blended models use digital learning for baseline knowledge and reserve instructor-led time for applied scenarios, hands-on practice, and peer learning—where coaching and repetition can produce measurable improvement.
Competency-based pathways replace “seat time.” A modern approach shifts the question from “Did the technician attend training?” to “Can the technician perform the work safely and consistently?” Competency-based progression can help bring clarity to technicians, mentors, and leaders. We’ve learned this through experience at GE HealthCare, and the majority of our technical training is designed in this way.
Simulation supports practice-before-pressure. Simulation—whether within a formal lab, bench setups, guided fault scenarios, or structured drills—is a way for technicians to build muscle memory in a low-risk environment that accelerates confidence.
Mentorship becomes systemic. Structured mentorship is important for training with clear goals, shadowing plans, and checklists—reduces variability and helps support consistent capability-building, especially when retirements or turnover can threaten knowledge transfer.
Leadership Training: The Overlooked Force Multiplier in Technical Readiness
As medical technology becomes more connected and cross‑functional, technical skills alone are not enough to scale capability across a team. Leadership behaviors—especially coaching, communication, and change navigation—are increasingly linked to technical performance.
When frontline leads can coach a diagnostic approach, set clear expectations, and reduce friction across IT/clinical/security partners, the entire team can become more effective under pressure. Cybersecurity isn’t a separate skill anymore—it’s part of everyday service. Every keystroke, login, and configuration change has security implications, and technicians need training that reflects that reality.
Likewise, leadership development is a practical multiplier that helps improve delegation, helps accelerate adoption of new workflows, and helps retain talent by creating clearer growth pathways.
For example, GE HealthCare offers leadership development programs (Aspire and Empower) that combine instructor-led learning with personalized assessments and live coaching in an immersive format.
Used alongside technical upskilling, this type of leadership training can help HTM organizations strengthen coaching habits, improve cross-team collaboration, and better navigate change as technology evolves.
Practical Strategies HTM Departments Can Implement Now
There are several practical strategies HTM departments can implement now.
First, define a modern competency map. Document the competencies needed today—device fundamentals plus connectivity literacy, software-first troubleshooting, interoperability awareness, and cyber-aware behaviors—then align onboarding and continuing education to that map.
Then, build a structured 90-day ramp for new hires and switchers. Create an intentional early pathway: shadowing, bench practice, and a short list of competencies to validate so time-to-confidence becomes measurable and manageable.
Use blended learning to protect field coverage. Move baseline knowledge into modular learning and use instructor-led time for scenario practice and hands-on labs.
Add simulation moments even without a full lab. Start small: standard bench setups, recurring fault scenarios, and guided troubleshooting drills that build repeatable diagnostic habits.
Additionally, equip mentors and frontline leads to coach. Provide simple coaching tools (how to ask diagnostic questions, how to structure feedback, how to delegate progressively) so leaders can scale technical growth across the team.
Effective Training Equals More Time
Successful HTM programs create operational capacity by offering effective training. The results can be palpable: fewer preventable escalations, fast resolutions, and high confidence across the workforce.
As technology becomes more software-driven and connected, training that blends technical development with leadership capability is the most practical way to prepare the next generation of biomeds—without having to sacrifice uptime, safety, or team resilience.
About the authors:
Bessie Cherry is a service product manager at GE HealthCare with a focus on biomedical and field engineer training and workforce development. She works closely with HTM leaders, educators, and service teams to modernize technical training programs, improve service readiness, and ensure biomeds have practical, usable resources to support them in the field.
Joseph DeLuca is a senior HTM training leader at GE HealthCare with more than three decades of experience in service operations, technical training, and organizational strategy. He holds a bachelor’s degree in electronic engineering technology from Troy State University and an MBA in operational management from Hofstra University.
