Perfect match: Choose the right associate for your practice

Our friends over at Dr. Bicuspid (http://www.drbicuspid.com) featured a great article from ETS Dental this week titled "Perfect match: Choose the right associate for your practice"

In the article, Vice President and Senior Dental Recruiter Morgan Pace breaks down a great systematic approach for analyzing associate candidates on a variety of levels, including clinical skills, production capability, goal alignment, clinical philosophy, and personality.

Click the link below to read the full article on their site!

Read the Full Article

Interviewing Methods in Your Dental Practice: Traditional versus Behavioral Interviewing

How do you interview? Do you just let a conversation happen, or do you take the time to dig a little deeper? There are two regularly used interview methods: The Traditional Interview and the Behavioral Interview. I highly recommend incorporating both when you interview candidates for your associate dentist or staff positions, as each method offers valuable insight about a candidate’s professional and personal qualities.

Our friends at CEDR HR Solutions do a great job of defining both of these interview methods:

“In a traditional interview, the interviewer asks prospective hires a series of straightforward, open-ended questions like, 'How would you handle [insert hypothetical situation],' 'What 5 words best describe you,' 'What is your greatest weakness,' or 'Describe what customer service means to you.'

In contrast, for a behavioral interview, the employer identifies a vital skill set that they want the ideal person in that position to have and then develops a series of questions geared toward eliciting answers where the candidate demonstrated those skills in the past.

For example:

• Tell me about a time where you had to use patience to calm down a patient.

• Describe a goal you set for yourself and how you met it.

• What do you consider your greatest work achievement?

• How do you handle interruptions at work? Give examples .”

You can read the whole article at http://www.cedrsolutions.com/best-hiring-tool/.

Anyone can describe their skills in a traditional question and answer interview. However, the Behavioral Interview questions will allow you to gain insight into how the candidate applies those skills, which is much more important in your dental practice.

Here are some other questions that could apply directly to hiring in your dental practice:

To an associate dentist candidate:

• Describe an instance when you worked with a patient to overcome their dental phobia to gain their trust.

• How do you accept input from a dental assistant while in the operatory with a patient?

• Tell me about a time when you did not agree with a treatment plan developed by another provider. How did you address this matter and still provide quality care to the patient?

To a staff member candidate:

• Describe a time when you had to get a patient payment upfront but they did either did not or could not pay at that time?

• How would you handle an employee who is repeatedly missing work or consistently late?

Take some time before your next interview and write questions that will help you to determine if the next candidate fits the needs and challenges in your practice.

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Special thanks to Paul Edwards and his team at CEDR HR Solutions for allowing us to quote from BEHAVIORAL INTERVEW: An Employer’s Best Hiring Tool. CEDR is an HR firm specializing in custom employee handbooks and other HR resources for Dental practices across the United States.

Written by Carl Guthrie, Senior Account Executive and Recruiter for ETS Dental, cguthrie@etsdental.com.

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

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 advise 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.        

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:

• Is your offer reasonable?
  
• What do associates earn?
  
• Negotiating an offer
  
• What to know before you accept a position
  
• Comparing Offers
  
  
  Written by Morgan Pace, Vice President and Senior Account Executive/Dental Recruiter at ETS Dental (www.etsdental.com). For more information, contact Morgan directly at 540-491-9102 or mpace@etsdental.com
  

Reference Checks: The Questions That Can Make or Break Your Practice

In many ways, the dental community is isolated from the rest of the business world. While the corporate world is encroaching, most practices are still built around the owner who, generally, has little formal business training and may well remember the days when a handshake was enough.

As recruiters, we often start our relationships with dental practices who have recently gone through a frustrating and often messy termination. Unfortunately, the doctors who leave the biggest messes easily find other employment only to leave a similar wake of destruction in their next office. Why is it so easy for these doctors to ruin one practice after another?

Dental Practices, as a group, routinely fail to protect the practice, staff and patients by performing a simple reference check. The importance of reference checking is well-documented in the larger business world.

Simply checking license history is no longer enough. You have the right to ask for references, and you should not settle for personal references. Ask for contact information of previous employers or faculty, if appropriate. Here are some practical steps to help make a reference check call easy, informative and less time consuming.

Confirm the details
Do not be shy to ask how the reference knows the job seeker. Find out how long they have known each other. If the reference is a former employer, ask for dates of employment. Ask what their function was in that position.

Decide what you want to know before you call
When we perform reference checks on behalf of our clients, we ask the reference to rate the job candidate on productivity, the quality of their work, their oral and written expression, their working relationships, their motivation and initiative, and their punctuality and attendance.

Know what he/she does well
Ask the reference what they would consider to be the job seeker’s greatest strengths in the position. Also, ask what the employer’s expectations were and how well the job seeker fulfilled them. Do they work better independently or under direct supervision?

Know where the job seeker could improve
This is a great way to ask for constructive criticism in a way that will not make the reference feel uncomfortable about giving a bad reference. Be sure to ask if the job seeker was open to critique and if progress was made toward improvement.

Would the reference hire or re-hire the job seeker?
This is straight to the point. If you hear “No,” make sure that you know why.

When you finish the reference check, be sure to thank the reference for the time that they spent with you and the information they provided. They may well have just saved you from a bad decision or enabled you to sleep well with the decision you will make.

Written by Morgan Pace, Vice President and Recruiter at ETS Dental. You can reach Morgan directly at (540) 491-9102 or mpace@etsdental.com. Find out more at www.etsdental.com.

Associate Pay: Collections vs Production

This debate will exist forever. Associates want to be paid on production. Practices want to pay associates on collections. Associates say “Not my responsibility to collect money on production” or “I don’t manage the front office staff.” Practices say “can’t pay what we don’t collect” or “What if associate over-produces in order to make more money?”

It’s simple to understand and agree with either side of the argument. I have this same conversation with prospective associates and practice owners daily.

Collections pay is my preference in most cases involving FFS, PPO, and some Medicaid practices. I prefer to avoid DHMO practices since associates are better off being paid a salary rather than a percentage in those models.

Why Use Collections Based Pay?

1. It is in the best business interest of the practice to collect all co-pays up front and bill insurance immediately. If the practice doesn’t do this effectively, the associate relationship will fail regardless of compensation method. Practices can’t keep paying bills if they don’t have the cash to do it.
   
2. Production pay in most cases is “Adjusted Production.” Adjusted production is pay based on what the practice anticipates it will collect on a procedure based on the patient’s insurance plan. 
   1. UCR may be $1,000 for that crown, but since patient x is an ABC PPO patient, the crown production is actually $800. Production $800. At 30% associate earns $240.
      
   2. Let’s assume that crown doesn’t get covered, and the practice has to attempt to collect from the patient. After 90 or 120 days the crown fee is written off. A lot of practices will come back and deduct that $240 from a future paycheck.
      
3. Based on the above, I would rather know that I am paid with money I keep and don’t have a chance of losing at a future date.
   
4. Using a base guaranteed salary or a minimum draw will help with the initial employment period of 3 to 6 months to get the associate started. If the collections are not above the draw in that timeframe, there are problems with the practice systems, and likely not a place an associate will want to work. 
   
   
   Side By Side Comparisons

Collections	Production
Associate paid when practice is paid	Associate is paid at time of completed procedure regardless if practice collects patient/insurance payment
Practice can cash flow collections with payroll	Practice likely has a deficit for a period of time between payroll and insurance/patient payment
Adjustments are made before associate is paid therefore greatly limiting future payroll adjustments	Associate is paid up front, but the practice will adjust future payroll for uncollected payments ( isn’t this “collections” pay, just delayed for the practice?)
Associate often questions or wants proof that money is being collected by practice	Associate feels more secure in knowing he/she is paid for work when it is done
Simple accounting cash in, cash out	Accounting more challenging. Adjusted production usually means the practice will want to recoup payroll paid on uncollected procedures at a later date. Lots of tracking involved.
If practice collection percentage drops too low then associate will leave	Theoretically, associate should be paid regardless if the practice is paid. If practice can’t collect practice would wind up terminating associate because it couldn’t afford associate
Collections based pay will better prepare associate for future ownership or partnership where he/she will live or die by cash flow	Production based pay can build an unrealistic view of associates abilities in actual revenue

Stats and Red Flags

• In most cases looking for collections percentage above 97%; anything out of the 90’s is no good
  
• Practice has to open the books to the associate so he/she can see production/collection numbers. If practice is not willing to do this then the associate should move on
  
• As in everything, communication is vital to everyone's success. Without communication all is lost
  
• Associate needs to be educated and understand dental insurance, collection policies, timeline of collections, write-offs, etc
  
• Practice should been willing to give an initial base minimum to build a mutual commitment
  

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

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!

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  

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Original article found at “3 Tips for New Grads Looking for Their First Opportunity in Dentistry.”

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...

Click here to continue reading the full article on Dr. Larry Dougherty's blog

Bits of Wisdom

In speaking with Dental Practice Owners and Dentists who are seeking employment or other practice opportunities, we find ourselves, as recruiters and consultants, saying a lot of the same things.  ETS Dental’s team would like to share with you some top bits of advice.

For Dental Job-Seekers

• Don't compare your offer to your friend/colleague’s offer or contract. He or she will likely inflate or lie about it.
• Don't move to Southern California.
• 4 out of 5 practices pay on collections. It’s just a fact.  Don’t limit your options based on this factor alone.
• High compensation percentages are great, but always remember that 40% of zero = ZERO.
• When considering geographic location, think about what you're really looking for. Do you need to be in "x" (major city) everyday, or just have access to that major city?
• Never pay to find a job, unless you’re a professional athlete.
• Be responsive to potential employers when they reach out to you.
• Keep track of the practices, groups, and companies to which you apply.  It’s embarrassing when you’re called and you don’t know who you are talking to.
• The grass will always appear greener on the other side, but very often it is not the case.
• Don’t pretend to be a contract expert.  Get advice from experienced professionals when needed.
• Practices are not good or bad because they are “corporate” or “private.”  Individual office management is mostly the reason practices are good or bad places to work.
• Do you want to be a little fish in a big pond or a big fish in a little pond?
• What is more important to you? Location or opportunity?
  
  

For Hiring Practices/Practice Owners

• Don't hire an associate to allow yourself more time off or fewer days per week and expect to make the same (or more) money.
• Great associates or partners are not found or hired in a matter of days.  It takes at least a few months.
• Listen to your office staff when making new hires.  If your team can’t stand your prospective associate, it will not go well very quickly.
• Don’t pretend to be a contract expert.  Get advice from experienced professionals when needed.
• The best talent is not necessarily local talent.  Be open to out of town prospects.
• Old dogs can learn new tricks. It just happens differently.
• The hardest associate to hire and keep happy is your very first associate.
• Hire the best for your practice, not the first available.
• You get what you pay for.
• Personalities can't be changed, but clinical skills can be learned.

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.

Hiring an Associate Dentist – Experience vs. Potential

When we start working with a practice, we collect a lot of information about the owner, practice, and the position. Some details are quantitative, but many crucial points are open for interpretation. Most practice owners tell us they need an experienced dentist for their position. In most cases, that is the best option. In fact, over 90% of the doctors we place have over one year of experience in practice or residency. But what are the tradeoffs to experience? When should an office consider hiring a doctor a year or two out of school rather than five to seven years out?

Experience

 Pros-

• Production: Dental School is just the beginning. It takes several years, lots of CE and thousands of chair side hours for most dentists to hit their stride. An experienced dentist should be better able to handle a full schedule.
• Known quantity: A seasoned dentist brings credentials, a work history, and track record of past successes that will allow a new employer to project reasonably accurate results
• Less Babysitting: With experience comes independence and the ability to handle

Potential

Pros-

• Malleable: While an experienced dentist will come to your practice with his or her own idea on how an office should operate or with a well-defined clinical philosophy, a less-experienced dentist will be open-minded and receptive to guidance.
• Less up front needs: This is true of patient load as well as guaranteed income. While many recent graduates have huge student loan debts to consider, they typically have less expense in the rest of their lives. They also come to your practice without the burden of trying to reach previous income levels. They typically are better able to handle a growing practice than a dentist who needs to maintain a higher standard of living
• Superstars are still available: Most practices would love to hire a dentist who is motivated, great with patients, can keep procedures in house and who will be a boom to the practice for years to come. Dentists like that are rarely available long. These are the dentists who are partners or practice owners within a few years of practice.

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

What Does a Graduating Pediatric Dentist Earn?

So you have done well in college and were accepted into dental school. During this time you have realized that you have a special talent and interest in working with kids. You apply and are accepted into a pediatric residency and spend a couple of more years earning your pediatric dental certification.

Finally, after many years of study and devotion, you are a pediatric dentist! You are now ready to enter the market and find that first job and wonder what is fair and what you can expect to earn. You probably have heard figures from your residency director, co-residents and others in the specialty and the numbers may vary widely. Who is right? They are probably all correct in what they are telling you and the differences can be explained by understanding what they have experienced.

I am an independent recruiter who works exclusively with dental specialists and I spend most of my time with private pediatric dental practices and those looking to hire a pediatric dentist. I work nationally and see daily what practices are offering and new graduates are getting in different areas around the country.

What am I seeing? Nationally, on average, I see base guarantee of around $200,000 which is vs. a % of collections. Most practices pay on a % of collections rather than production since most are participating in a few PPO’s or discounted plans.

To break this down further, the daily guarantee averages between $800 and $1,200. The daily guarantee should become a moot point after one is up and running with a practice and it is there as a floor. With the guarantee, the practice is saying that they are going to have a schedule that will allow you to be productive and, if they do not for a particular day, you will still be paid for your time.

What % are practices paying? Typically it will be between 35% and 45%. A % approach is recommended rather than a flat salary because it allows the associate to be in control of their destiny and they know what they need to produce and then collect in order to reach a certain earnings level. With the % approach vs. a salary, practice owners are not wondering if they are overpaying and associates are not wondering if they are being underpaid and are incentivized to work rather than surfing the internet or other non productive distractions.

Why would one work for 35% when others are getting 45%? I see a good number of graduating pediatric dentists who evaluate a practice opportunity based on the % alone and anything less than 40% or 45% are not of interest to them. What they really need to look at is the nature of the practice to include the patient flow, whether they will be doing a good amount of restorative and the ability to do hospital dentistry and sedations etc. A pediatric dentist can do much better financially in a busy practice paying a lower % vs. a higher end, slower practice paying 45% where they are relegated to hygiene checks and little restorative dentistry. 

Location, Location, Location: That said, the biggest factor in what a new graduate pediatric dentist can and will earn is where they decide to live and practice. This is a simple supply and demand economics equation with some of the best earnings opportunities being in areas that you and I may have never heard of.

What I see is that most of the major metropolitan areas across the country tend to be fairly saturated with pediatric dentists and it can be more challenging for the new graduates to find truly good private practice opportunities. I recommend looking at areas where people are not going and take a position there for a couple of years. You can earn a great deal, gain very valuable experience and make yourself much more marketable and you will find it much easier to get into the market where you really want to be for the long term.

If you have any questions about earnings or the state of pediatric dentistry in certain areas of the country feel free to call me. I will be happy to share with you what I know.

 

Gary Harris is a nationwide Recruiter for Dental Specialists at ETS Dental. He can be reached at gharris@etsdental.com or 540-491-9115. 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

 

Dentists - What to Know Before You Accept an Associate Position

Finding a new associate position can be a daunting process for both new and experienced dentists. While making a good impression on an interview is important, it is equally important to learn as much as possible about the practice. Here is a compilation of questions from job seekers who I have worked with over the years. I hope that this list will make the decision process less intimidating.

Relationship
-Employee or Independent Contractor?
-Employee at will?
-Is the doctor open to restrictive covenant in case of future ownership?
-Is the doctor going to stay on PT for some time or can he, if needed (After purchase)?

Type of Practice 
-How the practice is set up (family, Pedo, or dentures)? Pedo: what age?
-Age of the practice?
-When/what do you refer out?
-Place or Restore Implants? Which system?
-# of operatories
-# of Hygienists. Hrs of operation?
-# assistants
-Will the associate have their own assistant?
-How much is the practice overhead?
-How long has each employee been there?
-What does the practice do to market itself?
-How many FT and PT staff?

Patients
-What is the patient pool like?
-Have the number of active patient records been reviewed?
-Is the practice growing or declining in number of patients seen, new patients attracted, and young patients?
-Average number of cancellations per week?
-Average number of patients seen by associate per day?
-How far ahead is the doctor book filled?
-How far ahead is the associate book filled?
-How far ahead is the hygienist’s book filled?
-Discounts/Bartering/payment plans?
-PPO type of insurance? Insurances: accept all kinds or just selected ones?
-How much is the discounted price of the PPO compared to the fee schedule?
-Medicare or Medicaid acceptance?
-How much of the practice relies upon capitation programs, PPOs, HMOs, Medicare or Medicaid?
-What percent is FFS, cash and discounted PPO?
-When was the last fee increase?
-Are the fees low, high or average for the immediate area?
-Do you offer patients credit?

Schedule 
-Days, hours, on call, etc.
-How many office hours and days per week is the office open?

Duties
-Job description (separate document) or general description
-Is the associate expected to check hygiene of other doctor’s patients? If yes, will the associate be compensated for it?
-Will the associate be expected to perform hygiene/prophy?
-Does the doctor do any procedures other than regular general dentistry?
-What were the most of the cases being done by the associate?
-Will the associate be placing Implants for the practice?

Facilities
-Supplies, equipment, support. Etc
-What type of PMS (Software) is used?
-Implant surgical set up? Who finances to get that set up if NOT already in place?
-What is the square footage of the office? Can it be expanded?
-Average age of equipment?
-Is the practice left-handed, right-handed, or ambidextrous?
-Do you have a confirmation system for appointments?
-How do you deal with NO Show?
-Digital X-ray?
-Intraoral Digital Camera?

Term of contract 
-How long?
-What is the required notice period should either party wish to terminate the relationship?

Compensation
-Is there a guaranteed salary, draw, daily rate or hourly rate?
-Is commission determined from collections or production?
-If collections, what is the collections rate in the practice?
-What percentage of production/collections is used to calculate income?
-Is there a chance to increase compensation in the future?
-Is the associate responsible for my own lab fees and expenses?
-Taxes withheld?
-How will the associate be paid? (Weekly/bi-weekly/monthly)
-How much on average was the last associate making?
-What was the average associate production per day?
-Does the associate production include hygiene exams and x-rays?
-Can I get a fee schedule of the practice?

Benefits
-Medical Insurance: health and dental?
-Malpractice insurance?
-Disabilities insurance?
-Required CE courses? How much and for how many hours a year? Are they paid for/reimbursed? Is there a stipend?
-Retirement?
-Sick days…….. # allow per yr…..
-Personal days/vacations…..# per yr allow……
-Holidays?
-What benefits are given to the staff?

Expenses
-Define, list, when paid, lab, etc…..
-What Lab do you use? Use different lab for different lab orders?
-Will the practice support the acquisition loan (in case of future ownership), pay the overhead expenses and can afford a reasonable income?

Other Questions and Notes:
-What is your practice Philosophy and Goals? For the Practice and with new pt’s tx?
-% of implant surgeries
-Have you had associate before? How many? How long they stayed? What was the reason for the associate resignation?
-How do you advertise?
-Will most dental insurance dictate pt’s Tx plan??
-Do you deal a lot with EMERGENCY pt? Separate operatories for that?
-Average number of emergencies per week?
-Will I be doing hygiene/prophy when I don’t have pt?
-Who determines how long I have when spending with new pt/initial exam and record?
-Do I have a separate apt to do comprehensive exams and record, or do I perform the TP when pt comes in for cleaning?
-How long does a hygienist spend on their recalls?
-Is there a particular doctor in the area who is your main competitor?
-Who sees the patient first (Doctor, hygienist, associate)?
-Why was the partnership offer turned down by an associate (if applicable)?
-Will I be able to visit the office during regular working hours?
-Does the doctor have a report showing how much treatment is treatment planned?

Partnership/Buy in/Sale
-Discussion/Formula/Price
-What is the time frame for an associate position before we can talk about partnership/buy in/buy out?
-Is there an option for future ownership? Are you considering a move out of state?

Restrictive Covenant
-Define


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.

Don’t Do This on Your Next Interview

Interviewing for any job requires a few steps, and most of the time the early steps in the interview process determine if you continue to move forward.  While many of the dentists I speak with understand that they need to “sell” themselves, others jump right to questions or make statements that will leave me or any potential employer wondering if we should even waste our time moving forward.

Here are some common examples of things that end your chances of moving forward in the interview process with a Dental Practice.

1. Not showing a spark of excitement and interest.  You have to do more than say things.  A great attitude and personality will get you everywhere.  Monotone and uninterested will end it before it even starts.  Everyone is saying they have great patient rapport, strong communication, and that all their patients love them.  Skills can be taught, personality and attitude cannot.

2. Trying to negotiate compensation during the phone interview. While many dental companies, groups, and practices may have set compensation models, I assure you that if you are really worth it, they will be willing to negotiate the package.  However, they will not and cannot do this without first meeting you in person and thoroughly understanding you and how you may fit into the organization. 

3. Leading with a list of 20 questions regarding the practices history, current staff tenure, compensation model, if they will pay for interview travel, copy of fee schedule, etc. The point of the phone interview is threefold: Make basic introductions, share a summary of the practice opportunity, and communicate why you should be interviewed in person.  Phone interviews lead to face to face interviews.  Face to face interviews are where all the details are shared with you.

4. Complaining about the poor ethics or criminal acts of your current/previous employer(s).  We have all had poor experiences at some point in our careers.  However, you have to craft a professional response as to why those previous employers were not right for you.   I recently interviewed a general dentist who stated ethical concerns he had with his past 3 employers.  It is hard to believe that he won’t use that reason for the next.  We start to think the problem is the doctor and not the practice.

5. Making your current economic situation the practice’s problem.  Interview for the job.  Help the practice owner understand why you are the best dentist for the practice by focusing on your skills and how you will benefit the practice.  Don’t tell the owner you need a job because you need money.  That does not show long-term commitment.  It just shows you need a paycheck to get by right now.

Written by Carl Guthrie, Search Consultant for the Western U.S.  Carl can be contacted at cguthrie@etsdental.com, 540-491-9104.

Expectations of Dental Associateships

 

Associateships begin and fail all the time. Why do they fail so often? The simple answer is that either or both sides failed to meet expectations.  Specifically, the expectations were never laid out to begin with, so one side was letting down the other and never knew why or how he/she was doing this.

Some common feedback I get from owners when I ask them about their previous associates is that it didn't work because the associate could not produce enough, the associate did not want to buy-in, or the associate needed more mentoring than the owner was willing or able to provide.

Upfront communication during the interview process could have helped a lot of associateships succeed or simply never start in the first place. It is better to find the right person rather than hire the wrong person and have to repeat the interviewing and on boarding process over and over again.

What the owner/practice should lay out upfront:
(simple examples, not comprehensive)

·         Production goals (even private practices have them)

·         Required schedule

·         Transition plans

·         Associate's leadership role in the practice in relation to staff

·         Compensation

·         Whether the associate will have any say so in equipment, office systems, and staff management

·         Insurance accepted by the practice

·         Particular cases or situations that must be handled by the owner

·         What must be referred out

What the associate prospect should lay out upfront:
(simple examples, not comprehensive)

·         Income goals

·         Transition or practice ownership goals

·         Skill sets

·         Comfort level with various cases and patient types

·         Length of time willing to commit to a practice/area

Remember not to rush into hiring an associate or becoming an associate when you still have a lot of questions or uncertainties.

Related articles by ETS Dental you should check out:

1.       Will My New Associate Be Here In 6 Months?

2.       Associate Dentist Interview Tips

3.       Can your Dental Practice Support an Additional Dentist as an Associate or Partner?

4.       Resources for a Practice Owner Preparing to Interview Associate Candidates

 

Carl Guthrie is a Dental Recruiter with ETS Dental. He covers the Western U.S. Region. Carl can be reached at cguthrie@etsdental.com or www.facebook.com/carl.guthrie