By K. Richard Douglas
A common thread runs among almost every occupation, whether that be policing, teaching, plumbing, food service or selling. There are tips and tricks, procedures and best practices that are all learned through time on the job or through facing a large array of different situations and challenges. All of this on-the-job knowledge supplements formal training, book knowledge and continuing education.
This storehouse of knowledge is obtained through years of working in a vocation. This lifetime of experience might be wasted if it were only used for performing a job and not shared. In the occupations mentioned above, along with many others, the experienced worker often shares knowledge with colleagues new to the profession.
This process of sharing knowledge, skills and techniques provides a system of on-the-job learning that supplements formal classroom or book knowledge. The concept of a mentor training someone newer to a profession can be a structured and defined program or it can happen more organically.
In some professions, such as plumbing, masonry or musical instrument repair, the use of a mentor as part of an apprenticeship program is an industry standard. There is no substitute for experience. The training, tips and insights from a mentor can provide lifelong lessons and benefits to the trainee. It often comes with fond memories, respect and appreciation for the mentor.
The HTM profession has relied on several different training approaches to educate biomeds and prepare them for the rigors of repairing, calibrating or maintaining medical equipment. Some biomeds enter the field from another profession that may have required electrical skills or working with tools and have been simply trained on-the-job. Others have gone through electronics curriculums in technical schools and then made the transition to HTM with that base knowledge.
Many other biomeds have completed dedicated college or technical school coursework that is specific to HTM. Once on the job, the training continues through shadowing more senior colleague as well as OEM training, webinars and courses offered at conferences.
The net impact of all this training is a competent professional, familiar with most medical equipment or skilled enough to tackle a new piece of equipment with some instruction or guidance.
The keys to effective learning are “study, do, write and teach,” says Jojo Gonzales, BSHA, CBET, CHTM, area manager of Clinical Technology Market Operations Services for Kaiser Permanente in Honolulu, Hawaii. He says this is the approach that he has suggested to junior technicians.
Under “study,” Gonzales says: “Don’t be afraid of equipment you’re not familiar with. There are plenty of resources for free to learn from such as manuals, videos and websites. If available, attend service schools, seminars, webinars, training, etcetera.”
He says that the “do” component means to “welcome each problem as an opportunity to learn. So much can be learned from hands-on experience with the equipment. You’d be surprised of what you’d pick up from actually doing the work compared to what’s in the manuals.”
“Writing down the experience along with tips and tricks help accentuate the experience. Become excellent in documentation. It’s very important to keep good maintenance history of the equipment. It’s comparable to a person’s medical record where we document signs and symptoms, then the corresponding diagnosis and treatment,” Gonzales says.
He says to create lessons-learned and how-to guides, especially for unusual and complicated services or repairs. He says that they can be very useful when you encounter the same issue years later and can be shared with co-workers and fellow BMETs.
In mentoring junior colleagues, he also suggests that they take time to teach others.
“Teaching others reinforces the lessons learned from the experience. Always be willing to share with your teammates or customers. It helps build camaraderie and boost morale within the team, and you’ll get the good reputation of someone who’s willing to assist and teach others,” Gonzales adds.
He recommends that newer biomeds develop creativity and analytical thinking skills.
“When presenting an issue or a problem, be prepared to recommend solutions, options and recommendations. Be humble – do not be too proud to ask for assistance. Strive for continuous personal and professional growth and be hungry; seek additional responsibilities, continue education, and develop skills,” Gonzales says.
He also suggests that, if given the opportunity; get certified. He says that it adds credibility that an individual is seriously vested in the profession and knows what they are doing.
A Mentor Makes a Difference
A mentor’s role in the early development and training of a biomed cannot be overstated.
“Mentorship in its most basic form is a positive, guiding influence in another person’s life. Most often implied as an older, experienced employee mentoring a younger employee. The successful mentor has much to do with the character of the individual,” says Joseph Beaudoin, CBET, senior biomedical technician in Clinical Engineering at St. Peter’s Health Partners in Albany, New York.
He says that the American Speech-Language-Hearing Association (ASHA) defines the characteristics of a good mentor as a good listener/sounding board, flexible, values diversity of perspectives, knowledgeable, nonjudgmental, able to give constructive feedback, honest and candid, able to network and find resources, successful in career and willing/able to devote time to developing others, as well as a person who is eager to learn.
“I have had two men that have changed my career and mentored me. I was not in the biomed field, and after a few stints of unemployment, I decided to look into being a biomed. I had family in the hospital setting and they all felt I would be a natural fit. I was able to land a PRN position to test the field. I loved it and soon was on my HTM path,” says Larry Liszeski, CBET, supervisor of Clinical Engineering EMC in the Healthcare Technology Management Department at UH Elyria Medical Center in Elyria, Ohio.
Liszeski enrolled in a local biomed program and joined the local biomed association.
“I was going to network and get engrained into my new career path. With what my contacts told me; I was able to pick my choice hospitals with the best HTM managers. I had two I wanted to work for, based on their reputations; Ron Snodgrass and Dave Mann. Both have been instrumental in my path as an HTM professional,” Liszeski says.
He first worked for Snodgrass right after graduating and going to work as a biomed. Liszeski says that Snodgrass introduced him to biomed and introduced him to several good habits for a biomed to have.
“He made sure I had training, support, and sometimes guidance, to save me from myself. He was also the one who encouraged me to get my CBET certification,” Liszeski says.
“In addition, Ron often had me in meetings way above my pay grade. Then, he had me sit in on meetings when he could not attend – environment of care, capital, joint commission, to name a few. It was great to dip my toes into higher-level work. He gave me the best possible beginner biomed experiencepossible,” he adds.
“Fast forward a few years and I was recruited by Dave Mann to work as a BMET 3. I only stayed in this position a short time before I was asked to step into my current role as HTM supervisor at University Hospitals Elyria Medical Center. Dave and I had many encounters prior to him recruiting me. I knew him from association meetings he hosted and also mutual acquaintances. We often reached out to each other for assistance even prior to working together officially,” Liszeski says.
He says that he had exposure to many of the job aspects from his prior job, but still had growing pains ahead.
“My first year on the job, this new thing called COVID erupted. Dave constantly helped me navigate the new job and all the extra responsibilities. Many projects, recalls, new meetings; Dave has mentored me in my leadership skills and style, helping me avoid all the minefields of this position,” Liszeski adds.
It was also a mentor that helped Matt Yates, tech manager at The InterMed Group in Alachua, Florida, kick off a new biomed department.
“I was an electrician in the engineering department at my hospital. I decided to go for more of a challenge and go into the biomedical field. I went to my vice president and said I was leaving to go to school for that. He told me that the hospital was considering starting an in-house biomedical program and would I consider helping to start the program. My mentor was Henry Fawcett, who pushed me to learn all I could and be the best I could be. I have never forgotten the opportunity to be in that position. It changed my life. Thank you, Mr. Henry Fawcett,” Yates says.
Yates says that he will never forget this introduction to the profession and has tried to live up to the expectations that Fawcett had for him.
“I have tried to pass along to my employees over the years. I have given the same encouragement and seen growth and confidence respond in my employees. Eternally grateful to this man,” he says.
The lessons Yates learned from his mentor have been duplicated during his career.
“I recognized that one of my young employees was nervous while at work. We sat down and I told him that I did not expect him to know how to do everything. If he wasn’t sure to ask me. If I didn’t know, we would find out together. I slowly saw him begin to relax and his confidence to grow,” he says.
Mentors don’t always limit their feedback to encouragement. Sometimes, bad habits are pointed out.
“I had some great mentors that helped me grow as a person as well as a tech. When I needed a pat on the back, I got it and when I needed a kick in the pants; I got that too. I once had a manager take the time to ‘coach’ me for three-hours straight. Best lesson I ever had and it helped me to mature as an individual as well as it helped improve my professionalism,” says Tony Cody, CHTM, Tech Management/ENTECH director at Banner Health in Colorado.
Beaudoin says that a consistent approachable friendly manner and disposition is key for a good mentor to be effective. He says a mentor should be available.
“Maintaining motivation among the individuals on the team requires consistent mentorship. Know your mentee. A mentor with good mentorship skills brings drive and enthusiasm to the team. A mentor who is ‘eager to learn’ fosters trust in the relationship by being ‘honest and candid’ with the mentee. ‘Eager to learn’ is an admission, by the mentor to the mentee, of limited knowledge and humble character,” Beaudoin says.
He says that as a mentor, “I should acknowledge my own limitations and approach new learning opportunities with enthusiasm.”
Management’s Role in Development
How does HTM management challenge senior and junior technicians to maintain motivation and drive in the field or within personnel development plans?
“We do quarterly check-ins where the technician is able to share their successes and then discuss development items. I encourage them to select items that they believe will be beneficial in their growth rather than something to just check a box. This varies depending on their level. Some are looking at attending whatever manufacturer training they can get to that makes sense in their role. Others are working on passing on the knowledge they have to reduce the loss when they retire,” says Stephanie Drake, clinical engineering manager with Intermountain Healthcare IMC/TOSH in Salt Lake City, Utah.
She says that even within the health care system, they find opportunities to send techs out or bring others in to share information on new items or old ones where they can develop best-practices.
“Motivation can be a struggle, but I believe seeing their accomplishments and having those recognized either one-on-one or in a group meeting, seems to be an encouragement,” Drake says.
She says that in the area of improvement, she is hoping to be able to send her technicians to some of the leadership courses she has taken.
“Such things as communication are amazing for everyone at every level in their career. Knowing the ‘why’ behind something helps a person to be more willing to commit to improvements. Attending these courses would allow them to see that better,” Drake adds.
“In an effort to start that process, I have asked my team to attend a communication course as one of their development items. I had them sign up for work-related courses, discussing humor in the workplace as well as more personal courses for ham radio and working with kids in bowling,” Drake says.
She says that this gives them guidelines, but allowing the choice of what they wanted, has given them the freedom to grow in the areas they find beneficial.
“Every person has different things that motivates their behaviors. Some are motivated by money, others with achievements and others may be motivated by impact. It is important to understand each individual when you want to help them develop to meet their potential,” Cody says.
He says that he likes to give everyone an opportunity to attend training and seek opportunities to better their skill set.
“HTM technicians and leaders are naturally problem-solvers and understand what it takes to meet the demands of our everchanging environment. Sometimes we just need a little reminder. If someone isn’t excited by a learning opportunity, then I like to talk with them about how this opportunity can impact them and the patients we serve,” Cody says.
Other Sources of Continual Learning
In addition to mentors and on-the-job learning opportunities, there are a number of other avenues that allow HTM professionals to grow their careers and expand their knowledge. Those can include OEM training and training through an independent service organization (ISO).
Another source that offers a lot of variety as well as continuing education credits are conferences. Both the AAMI eXchange and the MD Expo offer a number of educational sessions.
The recent AAMI eXchange in San Antonio, Texas, featured educational sessions all three days. The 2023 eXchange event will be in Long Beach, California in June.
The next MD Expo will be in sunny Southern California in the city of Temecula later this year. The event will take place at the Pechanga Casino & Resort. The dates are October 11-13. Educational sessions will be offered on October 12 and 13, interspersed with a reception, food and drinks, keynote address, exhibit hall and live music.
The educational sessions are in addition to TechNation’s Podcast and Webinar Wednesdays that offer continuous learning experiences for HTM professionals and the chance to earn CE credits.
State and regional biomedical associations also offer opportunities to gain knowledge from peers as well as through educational sessions at their conferences.
With new biomeds coming into the profession to back-fill a need for staffing, the opportunities to grow and flourish have been made possible by experienced HTM pros, biomed leadership and learning opportunities through other sources.
The investment in time and knowledge, made by those who came before in the profession, will be passed along to a new generation in the quest for excellence.