How U.S. Army microbiologists and medical laboratory technicians contribute to civilian laboratories: Insights for hiring managers

In the ever-evolving landscape of laboratory medicine, hiring managers are constantly on the lookout for skilled professionals who can enhance their team's capabilities and adapt quickly to the dynamic needs of the field. Army microbiologists, classified under the area of concentration 71A, and Army medical laboratory technicians, designated as military occupational specialty 68K, represent a unique pool of candidates whose background equips them with distinctive skills and experiences that are often invaluable to civilian laboratories. Undergoing rigorous training, microbiologists focus more on the theoretical underpinnings and laboratory technicians on practical applications. The following are, of course, applicable to all Department of Defense (DoD) microbiologists and technicians. 

Key contributions

1. Exceptional training and technical expertise

Army microbiologists are officers that possess advanced degrees (predominantly PhDs but a minority with master’s degrees) specializing in either research or the clinical application of microbiology. They are trained extensively in areas such as infectious disease, biosecurity, federal acquisition and procurement, and high-complexity laboratory equipment. This arduous training emphasizes technical skills, problem-solving, and critical thinking. Although not all are trained specifically in clinical microbiology, their background may qualify them for national credentials.

Laboratory technicians, conversely, handle practical laboratory tasks such as preparing specimens, operating moderate- and high-complexity analyzers, and conducting basic troubleshooting. These technicians have graduated from the DoD’s 50-week MLT-equivalent training course and serve in fixed medical centers, operational field hospitals, or area support medical units, making graduates effective in civilian laboratories. Both junior enlisted and noncommissioned officer (NCO) laboratorians may not possess either an associate or bachelor’s degree. Hiring managers that require either degree lose out on a valuable hiring pool despite meeting CLIA requirements for high-complexity testing [42CFR493.1489(b)(4)(ii)].

2. Work ethic and adaptability

Both laboratory personnel have been conditioned to work effectively under pressure, meet tight deadlines, and maintain high standards of accuracy and quality. They are trained to adjust quickly to new roles, responsibilities, and team dynamics. For a civilian laboratory manager, hiring individuals who exhibit such a strong work ethic and adaptability can enhance productivity and operational efficiency.

3. Leadership and management skills

As military officers, Army microbiologists are trained in leadership and management, skills crucial when leading projects or managing teams. These skills include strategic planning, personnel management, and resource allocation. Often, junior officers are placed in substantial laboratory leadership roles that would be unmatched in a civilian setting.

Leadership training for laboratory technicians depends on their level of military education. Enlisted and new laboratory NCOs are trained in followership principles, small team leadership, and management skills, while senior NCOs lead projects, manage personnel, and train laboratorians. Further, NCOs add to their leadership experience even more broadly through serving in a variety of non-laboratory leadership roles.

4. Experience with regulatory compliance and safety protocols

Safety and compliance are critical in laboratory settings. Military personnel are familiar with CAP and CLIA regulatory requirements, which translates well into civilian roles where adherence to health, safety, and environmental regulations is crucial. Fixed DoD laboratories must pass regular CAP inspections, while non-fixed laboratories, such as a deployed field hospital, are expected to adhere to the minimum Clinical Laboratory Improvement Program (CLIP) requirements.

Integration challenges

While Army laboratorians offer a wealth of skills and experience that benefit civilian laboratories, their integration into civilian settings is not without challenges, which must be managed to ensure successful transitions and allow for the full utilization of their skills.

1. Cultural and operational differences

One primary challenge lies in the significant differences in culture and operations between military and civilian settings. In the Army, roles are very specific, with responsibilities clearly defined. The environment is highly structured, with clear hierarchies and protocols that may not directly translate to civilian workplaces, which can be more collaborative and less formal. Civilian laboratories might require microbiologists to take on a broader array of tasks that do not strictly align with training or past experiences. Adjusting to a work culture that values autonomy and individual decision-making will require adaptation for veterans accustomed to the regimented structure. 

2. Communication and terminology differences

Military jargon can be confusing and obscure the value of the experiences being described. Army laboratorians are familiar with specific terms and communication styles that differ from civilian science communities. Military directives and communication are often very concise and precise, whereas civilian lab environments employ more exploratory and discussion-based styles. This often leads to misunderstandings or miscommunications unless there is an active effort to bridge the gap.

Veterans struggle with effectively communicating circumstances and situations in terms that resonate with hiring managers. The jargon and specific contexts of military operations do not always have clear equivalents in civilian sectors, leading to underrepresentation of the veteran's actual capabilities and achievements. For example, a project involving the deployment of a new laboratory workflow in a combat zone involves complex logistics and high stakes. Explaining the specifics of such a project in a way that a hiring manager appreciates the relevance and transferability of these skills can be challenging.

3. Business and financial norms

While Army laboratorians are well-versed in military regulatory and compliance norms, civilian laboratories operate primarily under a different set of business and financial norms. Transitioning from an Army laboratory to a civilian setting involves navigating a host of operational challenges unfamiliar to most military settings. In civilian laboratories, billing processes and the use of ICD and CPT^® codes become critical for insurance claims and Medicare reimbursements. Unlike in the Army, where funding and resource allocation are primarily mission-driven, civilian laboratories operate under profit-driven constraints. This shift necessitates a deep understanding of financial operations, including cost management and optimization of laboratory services to ensure profitability. These differences pose significant hurdles for Army laboratorians accustomed to a more straightforward, mission-focused operational framework.

4. Recognition of qualifications and experience

Employers may not understand or recognize the depth and applicability of military training and experience. The extensive hands-on experience and unique skills gained through military service, such as in biosecurity or managing infectious disease outbreaks in field conditions, need to be adequately understood and valued by civilian counterparts. 

It is difficult for veterans to translate military roles into equitable civilian roles. This can lead to miscommunication about specific roles, especially when describing leadership positions. Veterans should translate military roles and achievements into commonly understood civilian terms. For example, replace military-specific roles with generic terms that highlight the role’s essence (e.g., "team leader" for "squad leader" and "department head" for "company commander.")

5. Psychological adjustments

Transitioning from active-duty Army to a civilian career may bring psychological challenges. Veterans may miss the camaraderie and sense of mission that comes with military service. Integrating into a civilian workplace where the dynamics and team relationships are different can lead to a sense of isolation or underutilization, affecting job satisfaction and performance. Differences in how specific situations (e.g., drama, disciplinary, training) are handled may create contention due to the degrees in latitude and authority offered to Army leaders.

6. Perceptions of over-qualification or mismatch

There is a risk that hiring managers might view veterans as either over-qualified due to high-level leadership roles or as a poor fit due to perceived rigidity. This perception hinders the full integration of highly skilled veterans into roles, particularly leadership or high responsibility, where they could significantly contribute.

Addressing the challenges

It is crucial for transitioning military laboratorians and their civilian employers to engage in open dialogue about expectations and the specifics of the role. Orientation programs that include cross-cultural training, mentorship from seasoned civilian professionals (preferably veterans), and gradual integration strategies will help ease the transition. Recognizing and formally accrediting military training and experience facilitates smoother transitions and integration into civilian laboratory roles. By proactively addressing these integration challenges, civilian laboratories can effectively leverage the unique capabilities and experiences of Army laboratorians, enhancing their teams' diversity, skills, and readiness to respond to public health challenges.