Wednesday, July 30, 2014

4 Tips for Navigating the Hiring Process

As a job seeker, knowing how to interact with a hiring manager or recruiter plays an incredibly pivotal role in the hiring process. Even though an interviewing manager or recruiter might not be the final decision-maker as to whether or not you land the job, their assessment of your character, professionalism, and abilities will speak volumes during the application, screening, and interview process.

Here are four helpful tips for navigating the hiring process:
  1. Maintain Open and Honest Communication – Communication is perhaps the most critical component of the entire hiring process. Make sure your resume or CV are updated with your most recent work history before applying to the position. If you’re working with a recruiter, provide as much information and as many details as requested. Be especially forthcoming early on in the process when it comes to your education, current employment status, and certifications. Even if you’ve been unemployed for a while or are lacking in experience, being honest and upfront with a hiring manager or recruiter communicates your trustworthiness and helps prevent any future misunderstandings. It only takes one dishonest detail to spoil your chances with a future employer and lose their trust, so honesty is always the best policy.
  2. Respond in a Timely Manner – Part of establishing open channels of communication with a hiring manager is maintaining timely responses. Being prompt in your responses shows enthusiasm and communicates your interest in the position. If you’re going on vacation or will be difficult to reach for a period of time, be sure to communicate this beforehand with the manager or recruiter. Dropping off the map unexpectedly in the midst of the hiring process can result in missed opportunities, as employers are more likely to go with an eager candidate than one that’s passive in their responses.
  3. Don’t Overdo it on the Follow Up - Showing enthusiasm and interest in a position are key to landing an opportunity. However, excessive follow-up and “reaching out” can be both annoying and detrimental to your chances of establishing a good relationship with an employer. If a recruiter or manager provides a specific timeline of when they will be in touch with you, always adhere to that schedule.
  4. Respect the Employer’s Hiring Process – It may seem obvious, but in order to effectively navigate the hiring process, you must respect the employer’s process for assessing and interviewing candidates. As an applicant, attempting to “skip” the chain of command by bypassing a human resources manager to talk directly with the final decision-maker rarely works out in the candidate’s favor. Respecting the employer’s processes and following instructions lays solid groundwork for your candidacy. If working with a recruiter, understand that there are multiple processes going on behind the scenes. A good recruiter will be transparent and set expectations of when you can expect to hear back. Again, be respectful in adhering to the timeline the recruiter presents to you. If you don’t hear anything back by the time they specified, it’s OK to check in then and see how things are going.
Each recruiter and company will have their own unique hiring process. Regardless of the position you’re applying to, though, establishing open channels of communication and maintaining a professional demeanor throughout every correspondence are good policies for landing an interview and ultimately getting the job.

For a complete listing of all of our current job opportunities, please visit our job board. Or, if you’re looking to add a new associate or staff member to your practice, contact us and begin your search today!

Wednesday, July 9, 2014

3 Tips for New Grads Looking for Their First Opportunity in Dentistry

Today’s blog post is an article shared with us by Larry Dougherty, D.M.D.  I have known Dr. Dougherty since 2010 when I placed him with a group practice in San Antonio.  He has since gone on to own and operate a successful private practice, Rolling Oaks Dental, with his wife Ana Ferraz-Dougherty, D.M.D.  Both doctors graduated from Nova Southeastern University in Fort Lauderdale, FL.  Dr. Dougherty is an active member in the ADA, TDA, and the San Antonio District Dental Society.  He is currently the Chairman for both the TDA’s and SADDS’s Committee on the New Dentist.

Dr. Dougherty regularly publishes articles on his blog for new dentists to gain insights and tips.  He has been gracious to allow us to share one of his recent articles on our blog. 

-Carl Guthrie, Senior Dental Recruiter, ETS Dental, cguthrie@etsdental.com  


Congratulations to everyone that is graduating dental school this month. You’ve worked hard and earned the privilege to be called a doctor. While it feels like an ending, it is truly just the beginning. Now is when the fun really starts. Many of you have chosen to do a residency, join the military, or join a family member’s practice. I didn’t do any of those things so I don’t have much to comment about any of those paths. Personally, I graduated from dental school and started replying to classified ads on Dentaltown. That was my first step, and it landed me my first opportunity. In future blog posts I’ll get into more details on my thoughts about corporate vs. non-corporate opportunities. For now, let’s just focus on a few basics that apply no matter which route you take.

1.  Find a Recruiter
There are recruiting agencies that help offices looking for dentists find them, and you need to be in touch with them. I ended up here in the great state of Texas with a little help from Carl Guthrie at ETS Dental. You tell the recruiters what you’re looking for and they help you to find it. These people are highly knowledgeable about what is out there and can provide some valuable advice. It also saves you a lot of work. The best part is you don’t pay them a penny, the recruiting dentist is the one who pays for the service...

Friday, July 4, 2014

The Future of Contract Staffing

Contract staffing, also known as temporary or contingent staffing, has long been a solution for employers to meet short-term or variable staffing needs, while providing candidates with the opportunity to gain seasonal work or work between permanent positions. Temporary employees are no longer viewed as just being lower-level, non-essential and less-committed workers. In fact, the recession of 2008 introduced many companies to the value of having contractors as a significant portion of their workforce.


As the job outlook improves, contract staffing remains as a viable, growing workforce solution for not only satisfying administrative needs, but also engaging senior-level staff, in a cost-effective manner for strategic, leadership expertise. Contract staffing is becoming such an integral part of the workforce that Staffing Industry Analysts predicts 50 percent of the workers at Fortune 100 companies will be contingent hires by 2020. While every employer's need for contract workers will vary, they will increasingly need to think about how to implement an effective recruitment strategy that provides the right mix of contingent and permanent workers to move their organization forward.

According to Staffing Industry Analysts' Temporary Staffing Trends, Development and Forecasts webinar, the U.S. temporary staffing market is projected to experience 5 percent growth in 2014 and 4 percent globally. "Our employment landscape is changing and it's clear that contract staffing is no longer being viewed as just a secondary or backup labor solution," says DD Graf, vice president of contract staffing for MRINetwork. "The focus is moving from using temporary workers to fill in for or replace permanent functions, to more of a strategic approach in which companies contemplate whether key initiatives will require temporary vs. permanent work."

Graf offers the following advice for implementing an effective contract staffing recruitment strategy:

Include discussions around the workforce mix in annual company-wide strategy sessions. Companies should be considering the contingent labor that will be required to drive the organization's strategy instead of waiting until demands become too much, or out of the scope of work performed by permanent staff. Simply put, consider if you have everyone needed on board to accomplish company goals.

Don't disregard contract talent as only short-term workers. While contract talent are frequently hired for project-based work or short-term, mission-critical initiatives, there is a large pool of highly-skilled, contract talent that is increasingly being hired for projects that last several months or even years. Many of these top performers also prefer contract staffing for the same reasons companies do: work flexibility and the ability to demonstrate expertise in a given area. Utilizing contingent workers in this manner, makes it advantageous for employers to solve temporary workforce needs in a more cost-effective and efficient manner.

Consider your industry and the variances in workflow that happen throughout the year. Industries that are highly susceptible to fluctuations in workflow are information technology, electronic patient records implementation, healthcare information technology and pharmaceutical/life sciences. Having variable staffing expenses will allow you to better control your costs.

Partner with a staffing company that has expertise as a single source solution provider for contract and permanent assignments. When bringing in the best talent is the goal, working with a staffing organization that understands your industry, has relationships with top candidates and has your company's best interest in mind, can provide you with the competitive edge to recruit the top performers in your market, whether on a permanent or contract basis. As entities that remain current on constantly changing contract labor regulations and handling payroll and other back offices responsibilities, staffing organizations take much of the risk out of contract staffing, while helping you implement effective recruitment strategies.

As we move towards the 2020 workforce, companies are becoming more quality-focused as opposed to work output-focused. Graf concludes, "This fundamental shift in the workplace is causing companies to dissect and redesign work responsibilities and even roles, creating a growing need for contract staffing."

Thursday, June 19, 2014

Dental Associate Agreement and Employment Contract: Is it In line With What I Should Expect, and Is it Reasonable?

This time of year is prime time for employment changes across the dental industry.  May through August is always the busy time.  Dentists are completing residency programs, dental students are graduating, and they are all going to be reviewing employment agreements now or very soon.

Here are a few things to consider:

1)      What is the commitment?  1 year; 3 years; can you give reasonable notice if you are unhappy or dissatisfied in the practice
a.       Most are 1 year
b.      If you receive a sign-on bonus or relocation incentive expect to commit to 2+ years.  Typically, if you leave before your commitment you will need to pay back any bonus money you receive
c.       Notice periods across the nation have grown beyond the normal 2 week courtesy.  Many agreements now require 30, 60, or 90 day of resignation notice

2)      Want to associate in your home town and eventually own a practice in your home town?  Be cautious of non-competes and restrictive covenants that would cause significant headaches in the future.  Especially if your hometown is a small town. 

3)      Are you an Employee (W-2) or an Independent Contractor (1099)?  Associate positions throughout the dental industry vary greatly.  W-2 employment is most likely what you truly are. That means the employer takes your tax withholding and takes responsibility of the daily operations of the practice.  1099 contractors are simply paid for services rendered.  If this is your status, you are required to fulfill the entire tax obligation of your income. 

4)      Production versus collections-based compensation:  You need to understand which way you are getting paid, when it is calculated, and what is included and not included
a.       Is it calculated daily, weekly, bi-weekly, monthly, and quarterly? Many dentist don’t know when I ask them
b.      Are x-rays or hygiene exams included? Many times there are not
c.       Lab Expenses:  are you responsible for all, some, or none of the lab expense?

5)      Base compensation questions:
a.       Is it permanent or does it sunset after x number of months?
b.      Is it a draw on future commission or is it a salary?

6)      Be Realistic!  Associate offerings on the East Coast are vastly different than those on the West Coast.  Make sure to understand the compensation trends and models that are common in your market.  Don’t compare offers to your friends, especially if you’re only talking % versus %.  That completely depends on the production potential based on a combination of what the practice can provide and the abilities of the associate dentist.

Other articles to explore:
·         Associate Agreements


 Posted by Carl Guthrie, Senior Dentist Recruitment Consultant with ETS Dental. To find out more, call Carl at (540) 491-9104 or email at cguthrie@etsdental.com.



Friday, June 6, 2014

The Recruiter's View: Candidates Continue to Drive the Growing Job Market and Retention is Equally Important as Recruitment

Over the past few years, recruiters in the executive and managerial space have been observing a shift from an employer-driven market to a largely candidate-driven market. As this trend continues, new data indicates that improved confidence in the labor market and the availability of more job opportunities are creating an environment where top performers are more willing to change companies to fill newly created roles and vacancies from resignations. While this may be encouraging to prospective employers, current employers will need to place equal emphasis on employee retention strategies as they do on their recruitment efforts. Recruiters who responded to the most recent MRINetwork Recruiter Sentiment Study provide advice to employers who seek to remain attractive to employees and potential new hires.

"The competition for leadership talent is brutal right now. There is tremendous pressure to attract new talent and hold on to those already employed," said a recruiter responding to the study.  According to the report, in the first half of 2014, 81 percent of recruiters described the talent market as candidate-driven, up 25 percentage points from the first half of 2012.

The executive and managerial market continues to be candidate-driven, because of growing talent shortages due to skill gaps. Companies in most industries and geographic regions are now in growth mode, leaving top performers at a strong advantage, with multiple job offers to consider and the ability to reject less desirable work agreements. According to the study, 31 percent of recruiters say the top reason that great candidates continue to refuse job offers is because they are accepting offers with other companies. Disappointing compensation is on the rise, with 26 percent of recruiters listing this as the second most common reason that job offers are turned down.

MRINetwork recruiters provide the following insight about rejected job offers:

  • More than ever, highly-skilled, top-performing candidates are in demand.
  • Candidates have more options than they have had in years. Yet clients still want to give low-ball offers.
  • Candidates are often turned off when companies do not keep the process moving, making the closing process all the more difficult if it gets to the offer stage.
  • Counteroffers are still a common reason for offers being turned down, in which most candidates receive substantially more money and a promotion from their current employer.

With more top performers on the move, the candidate-driven market points to several things:

  • Leveraging employer branding is not just about selling the company and the job opportunity, it is about the overall impression left by the entire recruitment process. "If a company appears to be disjointed in its branding, saying one thing but doing another, candidates will be turned off," says an MRINetwork recruiter.
  • A streamlined hiring process is critical to avoid losing top candidates. One recruiter notes, "Time is the enemy when recruiting exceptional talent, because ... the longer the process goes on, the less likely the candidate will be around to take the offer."
  • Salary and benefit packages need to be aggressive, not simply market-competitive, to entice "A" players who have several job options at their disposal.

While the study results demonstrate that hiring trends are highly favorable towards top performers in the executive and managerial space, recruitment and retention will continue to be ongoing challenges for overall hiring as the economy recovers and the job market expands.