How leading HTM teams are future proofing skills in a more connected service environment

HTM teams are now operating within an environment of heightened complexity. Beyond maintaining physical equipment, they are responsible for managing interconnected software systems, data integrations, and growing cybersecurity risks.^2-4 The increasing integration of connected medical devices into hospital networks has expanded both operational capabilities and exposure to cyber threats, making device management more complex than ever.^2-4

These teams operate in real-world clinical environments where downtime can have immediate and visible consequences.^5,6 When systems or equipment fail, patient care delivery can be delayed, workflows disrupted, and reliance on manual processes increased, which can raise both operational and care delivery risks.^5,6 There is no margin for prolonged disruption, no opportunity to pause operations while skills are developed, and limited tolerance for trial-and-error learning in live service conditions.

At the same time, workforce pressures continue to intensify. Staffing gaps are widening, experienced technicians are retiring at an accelerated pace, and the pipeline of new talent remains constrained, placing additional strain on teams already supporting mission-critical systems.^1,7 Demand for biomedical technicians continues to outpace supply, with thousands of projected annual openings but only a small number of new graduates entering the field.^1,11

While the fundamentals of the profession remain essential, including electrical safety, disciplined preventive maintenance, and strong troubleshooting capabilities, the nature of the work has evolved. Modern medical technology increasingly incorporates software, connectivity, interoperability, and cybersecurity, requiring technicians to operate across integrated, software-driven environments where issues can span multiple systems and disciplines.^2,4,8,9 The growing interconnectivity of medical devices and reliance on software-driven functionality has increased both technical complexity and the need for cross-domain expertise.^2,8,9

This creates a fundamental challenge: teams must adapt and build new capabilities while continuing to operate without interruption. This shift is less a reflection of workforce limitations and more a function of the rapid evolution of device ecosystems. As healthcare organizations adopt increasingly complex and connected technologies, the gap between existing capabilities and required skills may continue to grow unless training approaches evolve alongside them.^8,9 Amid these pressures, the emphasis can move decisively from strategy and operating models to the teams responsible for execution. High-performing HTM organizations are helping to redefine how capability is built, treating training not as a periodic event, but as a continuous, structured discipline.^1,8,10

Rethinking how capability is built in modern HTM environments

For years, competency in HTM was built through repetition, with technicians gaining experience over time across similar devices.¹⁰ Today, that model is no longer sufficient. As Joe DeLuca, senior HTM training leader at GE HealthCare, explains, competency can no longer rely only on years of repetition. The pace of technological change now requires capability to be built intentionally, through structured learning, applied practice, and reinforcement that translates directly into the field.

Higher variability across devices, software-driven behavior, and interconnected systems mean that service scenarios can be less predictable.^2,9 Given these dynamics, capability can no longer be left to accumulate through experience alone. It must be developed deliberately, reinforced consistently, and applied with confidence in real service conditions.

Several forces are shaping this shift in capability expectations across HTM environments:

• Complexity is compounding: Even when hardware appears familiar, software updates can change workflows, menus, alarms, and configuration pathways. Troubleshooting is no longer centered on component replacement, but on tracing system behavior end-to-end.^2,9

• Connectivity is the norm: Connected devices rely on stable network and wireless conditions, and service events increasingly require determining whether an issue originates from the device, its configuration, or the surrounding environment. As healthcare technology becomes more integrated, HTM professionals are evolving from a primarily hardware-focused function to a blended role spanning both medical devices and information systems, where troubleshooting extends beyond component-level fixes to include network connectivity, configuration, and environmental factors.^2,8,9

• Cybersecurity is now part of service reality: Access controls, patching constraints, compensating controls, and security policies influence not only what work can be performed, but when it can be done and who must be involved. Cybersecurity is no longer isolated to IT; it can be directly tied to patient care delivery.^2,3,4,5

Where skill gaps appear in practice
While every HTM environment has its own mix of equipment and staffing models, capability gaps tend to appear in consistent, practical ways across service operations. These gaps are not always visible in theory, but may become clear in how time is spent, where issues escalate, and how effectively teams can resolve problems end-to-end.^8,9

• Connectivity remains one of the most common pressure points: Technicians may be strong in device fundamentals, yet service events can be delayed when network conditions are the root cause. As devices become more connected, resolving issues increasingly depends on understanding how devices, networks, and supporting systems interact, not just how individual components behave.^2,8,9

• Software-driven behavior is now central to troubleshooting: Many service events are tied to configuration, access, or integration issues rather than hardware failure. This requires a shift in approach from component replacement to validating settings, reviewing system logs, and understanding how workflows influence device behavior.^2,9

• Interoperability introduces new dependencies: Devices no longer operate in isolation, and performance often depends on how well systems exchange and interpret data. Service teams must be able to trace issues across interfaces and understand where breakdowns occur across the broader ecosystem.^2,8,9

• Cybersecurity is increasingly embedded in service workflows: Access controls, patching requirements, and security policies shape how and when work can be performed. Technicians must balance troubleshooting with these constraints under time pressure, often managing both system behavior and policy requirements at the same time.^2,3,4

• Time-to-confidence remains a persistent challenge for new and transitioning technicians: Building confidence cannot rely solely on exposure during live service events. Structured practice and clear pathways to apply knowledge help technicians develop accuracy and consistency more quickly.^1,8,10

How training models are evolving
When stakes are high, learning through live service events is not always practical or efficient. Building confidence through structured, applied experience can be an important tool for helping to maintain performance and reduce risk.^5,6

Effective training programs fail by offering more content. What matters is alignment with real-world conditions. In high-pressure service environments, technicians develop capability through short learning cycles, applied practice, coaching, and reinforcement that mirror how work is performed.^1,8,10

Blended approaches combine digital modules for baseline knowledge with instructor-led sessions focused on hands-on scenarios, peer learning, and repetition, allowing technicians to move from understanding concepts to applying them in practice while helping to reduce uncertainty in live service conditions.^8,10

This shift is reinforced by a move toward competency-based progression, where the emphasis moves from time spent in training to a technician's ability to perform work effectively and consistently. This creates clear expectations and more meaningful performance benchmarks for leaders.^1,10

Structured mentorship supported by defined goals, shadowing plans, and feedback loops help enable consistent knowledge transfer across teams. Combined with applied technical training, this helps to strengthen coaching behaviors and improve collaboration.¹⁰

Leadership as a force multiplier in technical readiness
In connected service ecosystems, performance is shaped not only by what technicians know, but by how effectively teams communicate, troubleshoot, and coordinate under pressure. As systems can become more interconnected, variability in execution can become a greater risk.^8,9

Frontline leadership reinforces consistency in how work is approached and executed. Guiding diagnostic methods, aligning expectations, and reducing friction across IT, clinical, and HTM teams can all directly influence performance.¹⁰

Leadership extends capability beyond individual expertise. Rather than relying on isolated knowledge or "heroic" problem-solving, effective leaders enable shared understanding and repeatable practices.¹⁰

Coaching reinforces this at the team level. Rather than stepping in to resolve issues, effective leaders focus on how problems are diagnosed and worked through, building confidence, accountability, and consistency over time. Ultimately, leadership helps to allow capability to scale across the organization. By reinforcing shared practices, supporting knowledge transfer, and reducing reliance on individual expertise, teams can help expand capacity and can help improve performance.^8,10

Practical strategies HTM departments can implement now
As capability becomes more central to service performance, leading HTM organizations are taking a more structured approach to how skills are defined, developed, and reinforced. The focus is less on adding training and more on creating repeatable pathways that translate directly into consistent performance in the field.^1,8,10

A key step is defining a modern competency map that combines device fundamentals with connectivity, software troubleshooting, interoperability, and cybersecurity awareness.^2,4,8,9 Aligning onboarding and ongoing development to this framework ensures training reflects real service conditions and evolving technology environments.^1,8,10

Turning capability into operational capacity
Organizations that approach capability in this way aim to achieve measurable impact across service performance, including fewer preventable escalations, faster resolution times, and greater confidence across the workforce.^1,8,10

As service environments become more software-driven and interconnected, the ability to apply skills consistently can become a defining factor in operational success. Capability built through structured pathways, supported by leadership, and reinforced through everyday work may contribute to improved uptime.^8,9,10

This approach can also help create capacity within the organization. When issues are resolved more efficiently and variability is reduced, teams can spend less time reacting and more time executing planned work.^1,8

Organizations preparing for the future may treat capability as a system rather than an event. For HTM leaders, that means taking deliberate steps to assess capability gaps, align training with modern service realities, expand cross-functional competencies, and create continuous learning pathways that evolve alongside technology.

Practical actions can include developing competency frameworks that incorporate connectivity, interoperability, software troubleshooting, and cybersecurity awareness; establishing structured onboarding and mentorship programs; and creating opportunities for ongoing skill reinforcement in the flow of work.^2,4,8,10

By aligning workforce development with modern service realities, organizations can help strengthen performance, build resilience, improve operational readiness, and better keep pace with growing complexity. As technology and service environments continue to evolve, investing in capability development today can help ensure teams are prepared for the challenges of tomorrow.

References

1. AAMI, 24x7 Magazine. Workforce shortages prompt shifts in how HTM teams are built and sustained. Published August 2025. Accessed June 2026. https://24x7mag.com/professional-development/department-management/workforce-shortages-prompt-shifts-teams-built-sustained/
2. Arney D, Collins R, Bakalar M, eds. Navigating Cybersecurity Challenges in Healthcare: Connected Medical Devices. Springer; 2025. https://link.springer.com/chapter/10.1007/978-3-031-95571-6_10
3. Health-ISAC. 2025 Healthcare Cybersecurity Benchmarking Study: What It Means for HTM. Published July 2025. Accessed June 2026. https://health-isac.org/2025-healthcare-cybersecurity-benchmarking-study-what-it-means-for-htm/
4. Medical Device and Diagnostic Industry (MD+DI). Cybersecurity Threats to Medical Devices: Navigating the Evolving Threat Landscape. Published February 2026. Accessed June 2026. https://www.mddionline.com/medical-iot/cybersecurity-threats-to-medical-devices-navigating-the-evolving-threat-landscape
5. Scantlebury A, Sheard L, Fedell C, Wright J. What are the implications for patient safety and experience of a major healthcare IT breakdown? A qualitative study. Digital Health. 2021;7:20552076211010033. doi:10.1177/20552076211010033. Available at: https://pmc.ncbi.nlm.nih.gov/articles/PMC8060737/
6. Texas Nurses Association. Impact of Hospital Downtime on Patient Safety. Published February 2025. Accessed June 2026. https://www.texasnurses.org/news/693342/Impact-of-Hospital-Downtime-on-Patient-Safety-Are-you-Engaging-Your-Risk-Management-Department-.htm
7. WiseWolves Technologies. The Hidden Impact of HTM Staffing Shortages on Medical Equipment Maintenance. Published September 2025. Accessed June 2026. https://www.wisewolves.com/blog/the-hidden-impact-of-htm-staffing-shortages-on-medical-equipment-maintenance
8. AAMI ARRAY, TRIMEDX. HTM Professionals Need IT Skills Now More Than Ever—Here's Why. Published May 2023. Accessed June 2026. https://www.trimedx.com/blog/htm-professionals-need-it-skills-now-more-than-ever-heres-why
9. 24x7 Magazine. As Healthcare Adds New Technologies, HTM Has More to Manage. Published April 2026. Accessed June 2026. https://24x7mag.com/market-trends/as-healthcare-adds-new-technologies-htm-more-manage/
10. Carrico R. As HTM Evolves, Soft Skills Become More Important. AAMI ARRAY. 2018;53(6):438-440. doi:10.2345/0899-8205-53.6.438. Available at: https://doi.org/10.2345/0899-8205-53.6.438
11. U.S. Bureau of Labor Statistics. Employment Projections—2024-34. Accessed June 2026. https://www.bls.gov/news.release/pdf/ecopro.pdf