Thursday, May 23, 2013

Good, or Amazing?

“A company is only as good as the people it keeps.”-Mary Kay Ash

We all know how important it is to have a happy staff.  It shows in productivity, retaining patients, and referrals.  When the staff is happy, patients are happy. 
A major key to keeping a happy dental staff is being an amazing boss.  So what does it take to be an amazing boss? recently posted an article, 10 Things Really Amazing Bosses Do, on the subject that offers some points to help you determine if you are just a good boss, or if you are amazing. 
Where do you rank?  Are you good, or amazing?  What would your staff say?  If you are an amazing boss, what are some other areas that make you stand out from others?  We would love to hear how you set yourself apart.
Contributed by Tiffany Worstell, Dental Staff Recruiter- Nationwide. To Contact Tiffany, call 540-491-9112, or email at

Wednesday, May 8, 2013

How to Find an Associate Dentist Job

Whether you are a dental student, an exiting resident, or just returning to the job market, the task of finding an associate dentist position can be daunting. This is an attempt to provide a centralized resource to help you land a job. For more updates, tips, and helpful information, follow up on our Facebook fan page, Twitter, or on this blog.

Step 1. Make a Plan.
As outlined in the following blog link, the key is to be flexible. It is best to determine what your options are before narrowing your focus on the best fit. Job Hunt Tips.

Obviously location is important, but don't waste the crucial first years of your career in order to live in the heart of the city. Here is an overview of area limitations on a job market: Where are the Jobs?, and a real-life example is outlined here: The Grass is Always Greener. If you absolutely have to live and work in a saturated market, here are some strategies to help you land a job: Saturated or Difficult Markets.

Step 2. Prepare Your CV and Cover Letter.
Generally speaking, CV/resumes are overrated, as are cover letters. Still, they are a necessary evil when breaking into a job market. It is important to stand out from the crowd, but make sure that it is for the right reasons.
Here is an example of a well-written cover letter: Cover Letter Sample.
And here are instructions on writing your CV/resume: Resume for Dentists.

Step 3. Applying.
Here are several online sources for dentist jobs:
Step 4. Interviews.

The Telephone Interview:
  • Return your phone messages and emails promptly. It speaks to your motivation, interest, and courtesy. Don't let returning phone calls or emails become an issue or an obstacle to getting an interview. Even if you don't think you will be interested in an opportunity, return the call. On more than one occasion we have seen a candidate get a call from Practice B when he was already talking with Practice A. The candidate puts off returning the call to Practice B. Two or three weeks later, the opportunity with Practice A does not work out and now Practice B will not consider the candidate because no calls have been returned.
  • Your main goal in a telephone interview is to get a face-to-face interview.
  • Ask for the interview. Take the initiative to set a time. Say something like, "From what you have told me, I would be very interested in meeting with you and coming to see your practice. When would be good for you?"
  • Smile- even on the phone. You really can tell when someone is smiling.
Here is some additional reading on phone interviews: Tips for Phone Interviews.

The Face-to-Face Interview:
Don't go in blindly. Be sure to prepare in advance. Look over this article the night before: Preparing for the Interview.
  • Treat the staff with courtesy and respect. A practice owner often feels like his or her staff is like a family and will listen to their opinions, especially if they are negative. On more than one occasion, we have seen excellent candidates not offered an opportunity because they treated a staff member poorly.
  • Smile and show some enthusiasm. More candidates are hired because of their personalities and positive attitudes than because specific clinical skills. One high-end cosmetic practice told us they had interviewed six different dentists. They hired the candidate who smiled and appeared to truly enjoy being a dentist, passing on more experienced candidates with less personality and enthusiasm.
  • Show sincere interest in the hiring dentist's situation. Understand that the dentist needs to solve a problem. Maybe the practice just lost a key associate or partner. Maybe the practice is growing and cannot keep up with patient demand. Maybe the dentist needs someone to take over the practice when he or she retires. You need to get a clear understanding of the dentist's true motivation for adding an associate. Once you truly understand the needs of the hiring dentist, you can mutually determine if you are the solution.
  • Send a thank you note after the meeting. Here is a great example of a post-interview thank you: Thank You Note.
Still nervous? Here is a full blog post on interviewing: Interview Tips.

Step 5. Reviewing Contracts.
A good overview of contracts may be found here (the most relevant information is on the last page of the article): Compensation Considerations.

Step 6. What Can You Expect to Earn?
There are several good sources covering realistic dentist earnings. Here is our own: How Much do Dentists Make?
The Levin Group publishes an annual survey in Dental Economics. The 2012 version can be downloaded here: Levin Group Survey.
The ADA puts out its own numbers, also: ADA Income and Gross Billings.

Step 7. Plan Your Relocation.
If you need to relocate, be sure to plan it ahead of time. Here are a few key points to ponder as you plan: Relocating Tips.

Finding a job can be an intimidating process. I hope these resources will help make the process easier. Please feel free to call us should you have any questions. We are always happy to help.

Posted by Morgan Pace, Senior Dentist Recruitment Consultant with ETS Dental. To find out more, call Morgan at (540) 491-9102 or email at

Friday, May 3, 2013

Only Hiring for Today Won’t Prepare Organizations for Tomorrow

In April of 1860, the Pony Express made its first delivery from St. Joseph, MO to San Francisco, CA. It took ten days to make the trip and cost $5—in current day dollars more than $225—to mail half an ounce. More than 115 years later, a series of deregulations allowed private carriers to ship packages by air and for the first time deliver them to and from all of the 48 contiguous states. In 1981, FedEx introduced Overnight Letters throughout the U.S. and in 1985 UPS followed suite with its Next Day Air service.

This new speed of delivery came about at the same time as Toyota Motor Company’s new supply chain philosophy was coming to the attention of Western manufacturers. Just-in-Time supply chains eliminated waste by only receiving the product that was immediately needed, saving warehousing costs and other waste related to buying product before it was needed. Reliable express shipping was critical to keep Just-in-Time systems working though since one critical shipment being a day late could bring an assembly line to a standstill and defeat all of the process’s benefits.

Reducing waste is an ongoing battle in every organization. In the past several years, reducing human capital costs specifically has gotten a renewed level of scrutiny. The recession prompted many organizations to move once manual tasks into automated systems providing long-term cost savings. Other organizations added more contract staffing to their employee mix adding flexibility and reduced scaling costs. Still other organizations have taken another tack and whether consciously or only in effect, have moved their staffing strategies to a Just-in-Time philosophy.

“In this economy, companies continue to focus on cost containment, and one of the easiest way to keep costs low is to leave vacant positions unfilled and limit the creation of new positions until there is no other option,” says Rob Romaine, president of MRINetwork. “They feel that they are saving money as long as these positions are left open. But, when the need is truly urgent, there is no overnight option.”

In February, there were 3.9 million job openings in the U.S., the highest number openings since May 2008, but in March only 88,000 new jobs were filled.

Whereas it is easy to predict when a part or component will arrive—all package carriers today have detailed tracking features—when a new vice president of sales or director of operations will be hired, on boarded, and begin operating at full speed is a much looser science.

“Working with an industry expert recruiter will both reduce the time to hire and help find people who will be up to full speed faster. But, that time is still at minimum several weeks and potentially several months,” says Romaine. “If the employee is already needed, those weeks and months are going to turn into a time when either customers are underserved, existing staff is overworked, or both, which costs far more than is saved.”

The shift is that employers by and large stopped looking at their business and their pipelines to project the need for more staff several months down the line. Instead they wait until the growth has already materialized to hire the staff needed to service that growth. Deciding in May that more staff will be needed in August creates enough time for top candidates to be recruited and onboarded before the additional capacity is needed.

“Using solutions like contract staffing adds agility to workforce management and we have seen it being used increasingly in recent years,” notes Romaine. “But workforce planning isn’t a short term endeavor. In the big picture, hiring someone a few weeks or even months before they are needed is a small price to pay to ensure you have the talent when you need it. Business leaders need to be able act on what they see on the horizon even when they know their vision isn’t perfect."