Wednesday, February 18, 2015

The Importance of Selling Your Opportunity


While the financial aspects of any job opportunity play a significant role in swaying a candidate’s decision to accept an offer, a dental practice owner must take into consideration more than just salary when selling an opportunity. Since more than 60 percent of our placements relocate to the area after accepting an offer, the practice owner needs to put themselves in the associate candidate's shoes and start asking themselves questions about the opportunity before a candidate ever walks through the door.

What does the neighborhood look like? How are the schools? What are selling points of the community? If the candidate was interested in living in the city and the practice is located and hour or two out, the owner should talk about how easy it is to pop into the city whenever they want to. Is the outside of the practice presentable? Is the candidate welcomed with a smile from your front desk or office manager? Is the staff smiling and enjoying themselves while they work? Is the candidate’s name on the welcome sign? Do you understand any barriers the candidate may have to moving to your community? What’s the cost of living? What is their spouse’s career? Are their kids involved in sports, dance, academic, or other extracurricular activities? Have you noticed I haven't mentioned money or anything dental related yet?

It is also important to realize that there are going to be things about your practice or opportunity that the candidate does not like. Maybe it's being on call. Maybe it's working some weekends. Maybe your practice isn't in the most desirable neighborhood, suburb, or community. The best way to overcome these obstacles is by communicating your mission. Explain that you've developed a growing and loyal patient following by your absolute commitment to serving the needs of your community. You may not like working periodic evenings or weekends, but you would only be asking the associate to do this because it is consistent with your mission. If you sell them on your mission and ask them to help you serve that mission, many of the little issues disappear.

Keep in mind the best candidates have many options. Treat every candidate like he or she could be your partner or the buyer of your practice, even if you initially think of them as your second or third choice. Many make the mistake of only treating their initial first choice candidate well. Unfortunately, many practice owners find out that candidate is also the first choice of two or three other practices. Sometimes the first choice candidate turns out to have baggage, a negative attitude, or simply isn't able to accept your opportunity. In the meantime, a practice owner has likely ignored equally qualified candidates. Having multiple candidates interested in your opportunity is a great problem to have. It also strengthens your negotiating power. You've heard the saying that most interviewers make up their mind about a candidate in “x seconds.” The same is true for candidates. Let's face it, you are in competition for the best candidates with regional and national practice management companies. Many can offer more money, better benefits, more training, or newer facilities. What these organizations can't offer is the things that set your practice apart. Your practice has a special place in the community you serve. Play that up.

If the technology or equipment in your practice needs some updating, use this to your advantage. Let the candidate know you've been holding off on updating until you locate your new associate. Since he or she is going to be a big part of the practice’s future, you want them involved in selecting the next generation of equipment and technology. Signal you are willing to teach, but you are also willing to learn. Many early career dentists have received specialized training that simply wasn't available previously. Make sure you are signaling that you want this to be a win-win opportunity. Show you have a genuine interest in their career, their interests, and their family. These are things that practice management companies often miss.

During the interview, you expect a candidate to be personable, confident, and organized. You expect them to keep commitments, stay motivated to constantly improve, and always have the best interests of their patients in mind. Did you know candidates are looking for the same qualities in you as a practice owner? If you aren't prepared, you are late, the office is a mess, and you speak poorly of previous or current associates and staff members, expect to watch your candidate turn and walk away from your opportunity. Interviews are a two lane road, so remember that the candidate isn’t the only one on the spot.

Finally, remember that paying attention to the little things will save you money. Although money is important, it often isn’t a candidate’s top priority. We use the acronym CLAMPS: Challenge, Location, Advancement, Money, People and Stability/Security. If you score high on Challenge (always improving clinically) , Location (your community is appealing to the candidate), Advancement (possibility to buy-in), and People (upbeat team environment), you stand a very good chance of landing an associate who is also considering a position in an impersonal corporate environment with higher income potential.

ETS Dental is a Dental Recruiting firm specializing in finding and placing General Dentists, Dental Specialists, and Dental Staff throughout the United States. www.etsdental.com

Friday, February 6, 2015

The Importance of Career-pathing and Mentoring in 2015

2014 came to a strong close, with U.S. employment reaching a 12-month average of 246,000 new jobs and unemployment dropping to 5.6 percent. Confidence is growing in the labor market and as a result, many companies plan to hire throughout 2015. With all of this positive news on the job front, employees might have expected to see upward movement on salaries and wages. However, most recent surveys and reports indicate employers are planning modest pay increases, comparable to what was awarded in 2014. In light of this, how will companies retain their best talent, when below-market salaries are one of the top reasons employees decide to leave?



According to Towers Watson commentary regarding their 2014 compensation survey, the projected 3 percent pay raise in 2015 is a bit disappointing as the average employee is barely keeping ahead of inflation. However, we realize that many companies are being conservative with pay, because they are still concerned about the stability of the economy and the labor market.

Despite this reality, the most recent MRINetwork Recruiter Sentiment Study, found that although improved compensation and benefits are a leading factor for candidates considering changing jobs, the top reason that candidates leave is because of clear advancement opportunities elsewhere.
So what does this mean for employers?

Companies may be at greater risk of losing their top performers, but the wage issue can be averted by focusing on career tracking, mentoring and training programs. After all, advancement to a more senior role not only connotes greater responsibility, but also higher pay, or at least the long-term potential to earn more.

"The days of requiring employees to take on the workload of people who either resigned or were laid off, without additional pay, are behind us," says Nancy Halverson, vice president of global operations for MRINetwork. "Today's workers want recognition for their contributions, and they expect to see a clear path for how added responsibilities will enable them to advance within the company."
Ultimately the salary discussion has more to do with an employer's culture of coaching, mentoring, training, recognition and evidence of upward mobility, in addition to how well the organization communicates and sells these attributes, both internally and externally. "The goal should be more about creating a 'best place to work' environment that is highly desired by candidates in the marketplace," adds Halverson. "This is really what the future of recruitment and retention is all about."

Advancement opportunities and career-pathing will additionally become more important as Baby Boomers retire and Millennials become the majority in the workplace. This generation is especially focused on gaining experience that can be leveraged to make the next career step, which is why job changes after 2-3 years are more common. Companies that provide the mentoring and training that Millennials crave are not only working toward retention of their brightest talent, they are grooming the future leaders of the organization.

Halverson provides the following tips for establishing and promoting career-pathing and mentorship programs:
  • Brainstorm how your organization can develop these programs, if they don't already exist. Consider how they can be leveraged to support various groups within your workforce including minorities, women and junior to mid-level management candidates.
     
  • Begin discussing internal mobility programs during the interviewing and onboarding process.
     
  • Promote the programs through multiple internal and external channels to create stories about employee advancement within the company.
Although career growth is what's most important to candidates, it doesn't mean that companies can make wage increases a last thought. Salaries are going to have to come up to attract top performers. "However, no amount of money will make them stay in a role that appears to have no future," concludes Halverson. "That's where the power of career-pathing kicks in."

Wednesday, February 4, 2015

Resumes That Give You the Edge


A resume or a curriculum vitae (CV) will serve as a vital and necessary tool in your career as a Dentist. I have seen thousands in my time as a Search Consultant of dentists across the U.S., and I would like to share some tips on what to do when preparing yours.
  1. Know the difference : Resumes are a summary of your employment and educational background and experience. CV’s are meant to be very detailed, and should outline everything associated with your field of study including: education, research, publications, continuing education, employment, etc.

  2. When to use Resume versus CV : Resumes are more appropriate for gaining employment in clinical practice. When practices are hiring for new Associate Dentists, they want to quickly review a candidate’s background. An easy to read-at-a-glace resume is what you want to provide. A lengthy CV would not be appropriate in these situations. CV’s are used primarily in the areas such as academia and research.

  3. Resume content : Again, a resume is a summary. Keep it to two pages if possible, three at most. I advice all job applicants with lengthy resumes to cut back on the “fluff” such as hobbies, personal statements, family info, or other personal info not relevant to the job search. For a very simple yet effective layout visit our sample at http://etsdental.com/articles/curriculum-vitae.html
    Note to new graduates: One page is fine. Don’t create content that doesn’t really help you just to get a second page. Highlight your achievements in dental school.

  4. Don’t include personal data such as marital status, age, national origin, social security number, etc. This information can lead to possible discrimination or worse, identity theft. In the United States, the Equal Employment Opportunity Commission (EEOC) sets rules for what information employers are allowed to use when making a hiring decision. Learn more at http://www.eeoc.gov/.

  5. Make your resume readable and proof your grammar and spelling . I don’t recommend using complicated resume formats or layouts. Often times these layouts hurt you rather than help set you apart. Most employers and recruiters use databases and software that will scrub for information, and if the format is not straight forward it may not get seen as you would hope. Follow this order:
    1. Name and contact info
    2. Education
    3. Work History
    4. CE

  6. Measurable achievement sets you apart. Share facts when possible. The questions I get from employers generally are: A) How well did he/she rank clinically in dental school? B) How much does this doctor produce monthly in his/her current role? C) How many molar root canals does this doctor perform weekly/monthly? D) Does the doctor speak Spanish?
    Success and ability are measurable. Make a point to know and share what you bring to the table.

  7. Skip the fluff: As stated in point 6, measurable data is best. I will give you some insight into nearly every resume and interview I’ve seen or done: Every doctor is “great with patients and the staff”. They all say it. When I ask, what set’s you apart? They tell me their “patients want to follow them wherever they go.” If you’re a nice doctor, we’ll get that in the interview by meeting and speaking with you. The points that get you into an interview are the measurable ones.
The information I have shared above is very basic, but so often I see doctors overcomplicating what should be a very simple summary of their careers and education. You should know what employers are looking for when reviewing resumes. They are looking for work experience, education, and measurable achievement. Give them that information in order set you apart from other applicants.


Written by Carl Guthrie, Senior Account Executive/Dental Recruiter at ETS Dental. For more information, contact Carl directly at 540-491-9104 or cguthrie@etsdental.com.

Skills Needed in a Successful Office Manager

One of the hardest and most important positions you will fill in your office is the position of office manager. Why is this so hard? Because an effective manager is going to control the chaos and enable you to reach your goals.

Obviously, every office's needs for a manager will vary. However, there are three core skills that every office leader needs.

Leadership Skills
Whether your office manager is leading one or twenty one, it is imperative that your manager be an effective leader and gain the respect of staff. It is the manager's duty to make sure that goals are being met and being able to get the staff to "buy in" to goals is essential. The manager ensures that the staff is motivated and on the right track, but also has to be able to delegate responsibilities to the team rather than handling everything on his or her own.

Communication Skills
Your office manager represents you and your practice. He or she works closely with individuals in various capacities-people that you want to continue having relationships with such as your staff, vendors, colleagues, and patients. The importance of how this person communicates is invaluable. An effective communicator gives you and your practice credibility.
In a leadership capacity, your office manager needs to be able to interact effectively with other people. This requires actively listening and responding appropriately-not acting purely on emotion.

Analytical Skills
A dental office is ever changing and you need someone who is not always caught up in the smaller details, but who can see the bigger picture. There is always something that can be improved upon to increase efficiencies and/or save the office money. Your manager should be able to gather information, when needed, and make appropriate decisions based upon information given. You should be able to trust their analytical skills and ability to make decisions.
While the specific requirements for each position change, every office benefits when their manager possesses strong leadership, communication and analytical skills.
Do you have an effective office manager?


Written by Tiffany Worstell, Account Executive/Dental Recruiter for Dental Staff at ETS Dental (www.etsdental.com). For more information, contact Tiffany directly at 540-491-9112 or tworstell@etsdental.com

Wednesday, January 7, 2015

Associate Dentist Jobs - Understanding the Numbers When Comparing Multiple Job Offers

It is always great to have options, but how does one job offer compare to another? We covered the typically negotiable elements of a job offer previously (read that blog post here). The purpose of this week’s blog is to share the observation that many dentists are leaving money on the table in search of a higher percentage.
Why not accept the bigger offer?
At the end of the day, a higher percentage of lesser production will often result in less income with a slower path to increased production.
My email contact list is filled with dentists who are financially dissatisfied yet unwilling to make a move because they would need to take a commission cut. While not always the case, there is a definite trend with the offices where these doctors are working. These offices typically:
  • Have not invested in modernization . They have older equipment and office systems
  • Have no marketing budget and get few new patients. They are long established patient bases that gradually grew to the point where the owner had more patients than he or she could comfortably treat.
  • Are not well situated. They are typically located in old building removed from the busier, higher rent part of town.
As a result, the practices had very low overhead expenses and could offer the associates a higher percentage. They also tend to be slower, less progressive and charge lower-than-average fees.
Associates in offices like this will make significantly less income on a higher percentage than their busier colleagues working for a smaller percentage in offices with higher overhead but a more progressive clinical and business approach.
Why wouldn’t a more successful office offer a higher percentage?
These offices are reinvesting in the practices and have lower per-procedure profit margins.
While associates are often tempted to conclude that the business’ overhead is not their concern, it is wiser to consider the bigger picture. By investing in the practice, these owners are providing a better environment for the associate to thrive. The associate can more easily provide a higher level of care using better facilities. In addition, the associate can more easily operate efficiently using better office systems and will have more opportunities for treatment in an office with a greater number of new patients.
How big a difference does this make in associate compensation?


Daily Production Annual income at 27% Annual income at 30% Annual income at 33%
$2,000 $108,000 $120,000 $132,000
$2,500 $135,000 $150,000 $165,000
$3,000 $162,000 $180,000 $198,000
As you can see, a small increase in daily production has a much larger impact on income than commission percentage
What should a potential associate look for when determining the income potential of an office?
  • Procedural Mix
  • New Patient Numbers
  • Scheduling procedures
  • Hygiene production
  • What procedures are being referred out of the office
  • Office equipment (business and clinical)
Other resources on associate dentist job offers: