The Inside Scoop from the Recruiters at ETS

We decided to take an internal survey and look at some of the most common things we hear regarding associate dentist candidates and hiring practice owners in our searches.  Whether we were looking at positions for General Dentists, Dental Specialists, or support staff, we all seem to be hearing or saying the same things:

1. What message do we repeat to dental practice owners the most? The number one answer was the importance of feedback.  Whether emphasizing how feedback will streamline the process of finding their next great associate or stressing how it keeps the interview process moving to reduce the risk of losing a great candidate, timely feedback is crucial to us being able to do the best job for you.  
2. What message do we repeat to associate dentist candidates the most? When asked about the other side of the process, there were three common responses.  First, how can we make you, the candidate, stand out from the other candidates I am presenting to my client?  Second, the need for realistic expectations, whether with regard to salary or comparing different opportunities, arises often as well.  Last but not least, we constantly have to encourage candidates to look outside of major metro areas for work.  Chances are, if you’re looking for a job in a major metro area, that area is already saturated, and you’re better off trying to check out an area at least an hour outside of that metro.
3. What is the number one response from practice owners as to why a candidate does not get an interview?  Lack of experience seems to be quite common.  It seems like people of all walks of life run into the cycle of “how to get the job to get the experience if you can’t find a job to get the experience.”  Find other ways to set yourself apart.  Additionally, we get feedback from practice owners that a candidate didn’t show any interest in what the practice wanted, or they were selfish. In other cases, owners may not give an interview based on an assumption made by looking at a resume.
4. What is the number one complaint we hear from practice owners today? Candidates are too worried about themselves, and they are not motivated to work hard to be successful.  Practice owners give us all sorts of insights as to what they feel is lacking in a candidate pool they are interviewing.  We hear a lot about how new graduates, especially, want things their way and don’t want to work hard to add value to the practice.   This feedback shows up in everything from unrealistic salary expectations, unwillingness to work evenings or weekends, and even in the commitment they show the hiring doctors with responsiveness.  Most of our client practices want a long-term addition to their office who understands the work that went into building a successful practice and wants to add value.
5. What is the one way associate candidates who are great set themselves apart from candidates who are just “okay?”  Attitude, people skills, communication skills, interpersonal skills, professionalism…call it whatever you want, it’s PERSONALITY.  As one of our recruiters put it best, “Skills can be taught.  Personality cannot be taught.”  Make sure that anytime you’re getting ready to start your next job search that you remember to put your best attitude in front of the potential employer.

Posted by Chante Smith

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

Guide to Interviewing an Associate Dentist Candidate

Adding an associate can be a daunting process. Here is a quick step-by-step overview including helpful links to more detailed information.

Before the interview:

• Be sure to check all licenses for disciplinary actions.
• Will the candidate be relocating? Know the advantages of your area.
• Have answers to these commonly asked questions.
• Plan your questions to include a balance of technical, experience, behavioral and opinion questions.

Sample Interview Questions

• What attracted you to my position?
• Where have you worked?
• How long have you been in each position?
• What would your current boss say that you do well?
• In what areas would he/she say that you needed to improve?
• How often have you been late over the last year?
• In which insurances did you participate?
• What was your average production at that office?
• What lead you to look for other positions?
• What kind of notice period do you have to give?
• Do you have a restrictive covenant that would keep you out of this area?
• Are you right handed or left handed?
• Are you familiar with the equipment used in this office?
• What are your clinical strengths?
• What do you prefer to refer out?
• In what areas do you have interest in further training?
• How would you describe your practice philosophy?
• What days are you available to work?
• Are you interested in eventual partnership or ownership? How soon?
• What are your income expectations?
• What motivates you?
• If you have ever been in an office with a light schedule, what did you do with your free time
• What did you do to help fill the schedule?
• Which of your strengths and achievements do you feel best distinguishes you from other candidates I may speak with?
• What do you like the most about this position? Least?
• Now that we have spoken are you interested in pursuing this position further?

Be sure to explain what the next step would be and when they can expect to hear back from you.

After the interview:

• Check references before considering an offer. Here is how.
• Review your notes. Are there any "red flags" you should investigate before making an offer? Here is a list of things to look for: Potential Hiring Red Flags
• If you feel that you have found the best available match, move quickly to get a commitment.
• Before making an offer, be sure that you know the current market standard Income potential varies from community to community.
• Make sure that your contract is complete: Employment Contracts - What a New Dentist Should Know.

Other factors to consider when writing up a contract include:

• Restrictive Covenant
• Compensation Considerations

Onboarding:

• Make your expectations clear from the beginning.
• Make them feel welcome.
  
  

Posted by Morgan Pace.

Morgan Pace is the Southeastern U.S. Account Executive and Senior Recruiter for ETS Dental. He can be reached at mpace@etsdental.com or 540-491-9102. 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

 

The View from the Recruiter's Seat: Candidates are Driving the Job Market and Rejected Offers Are on the Rise

Over the past two years, recruiters in the executive and managerial space have observed significant changes in hiring practices, the most important being a shift from an employer-driven market to a candidate-driven market. Following this trend, new data indicates the talent market is now overwhelmingly driven by top performers. Recruiters who responded to the most recent MRINetwork Recruiter Sentiment Study provide cautionary advice to employers who haven't yet awakened to the new reality.

"I have been recruiting for nearly 11 years and I have never seen the market more candidate-driven than it is now. Candidates have choices and 'A' players are being heavily courted," said a recruiter responding to the study. According to the report, in the second half of 2013, 79 percent of recruiters described the labor market as candidate-driven, up 12 percent from a year ago.

The executive and managerial market continues to be so candidate-driven, because the talent pool remains weak. As the economy rebounds, average candidates simply will not do - employers want star players to help them move their businesses forward. This leaves top performers at a strong advantage. Multiple job offers provide these candidates with more bargaining power and the ability to reject less desirable work agreements. According to the study, 49 percent of candidates refused job offers as a result of accepting an offer with another company, up 16 percent from the first half of 2013.

MRINetwork recruiters report several reasons for why more jobs are being turned down:

1. Qualified candidates are hard to find and also difficult to move. New jobs are not offering high enough salaries or enough benefits to incent a move.
   
2. Top candidates are interviewing with multiple companies and have multiple offers to consider.
   
3. Good candidates are becoming more difficult and demanding. Employers haven't caught up yet. They still think they can get a great candidate cheap.
   
4. Employers are taking too long to complete the interviewing process.

With rejected job offers on the rise, the candidate-driven market points to several things:

1. Employer branding is more important than ever to entice star talent. "Companies should be re-visiting, from the top down, why their company is a great place to work, and why not," said an MRINetwork recruiter.
   
2. It is now crucial that employers find ways to streamline the hiring process to avoid losing their top picks. One recruiter noted, "Slow hiring processes give candidates access to more options and more time to rethink their reasons for making a change."
   
3. Salary and benefit packages need to be aggressive, not simply market-competitive. Another recruiter added, "More employers need to consider offering a higher salary if their benefits are not as competitive with those currently provided to the candidate. Many employers looking to hire have cut back on benefits and this isn't being covered by increased salaries."
   
4. Counteroffers are a reality, especially when it comes to top performers. Since exceptional candidates are frequently recruited from other companies, prospective employers should be prepared to offer a salary and benefits package that the current employer is not likely to beat.

The good news is that more employers are realizing the executive and managerial market is candidate-driven. According to the study, 25 percent of employers are presenting job offers within two weeks of the first interview, up 6 percent from the first half of 2013.

While the study results demonstrate that hiring trends are highly favorable towards top performers in the executive and managerial space, the data is not representative of overall hiring, which the Federal Reserve noted in its most recent Beige Book, is holding steady or increasing at a measured pace. Even still the results are encouraging, showing consistent signs of economic recovery.