Job Searching in a Saturated or Difficult Job Market

The Dental Associate job market is improving across the country. However, it is still competitive and often challenging in many larger metro areas in the U.S. There are not enough jobs available for the number job seekers in saturated areas such as Boston, New York, Los Angeles, Phoenix, and Austin. At ETS Dental, we speak with dentists everyday who are having a very hard time finding opportunities.

Don’t Get in Your Own Way: The biggest disservice you can do yourself is to think you are the only qualified applicant for the job. In a saturated market you have to sell yourself much more than the practice has to sell itself to you. For example, I just posted a job opening in San Francisco, CA. I had 10 applicants within 2 hours. By the end of the week I will have at least 50 to 75. Your resume, cover letter, attitude, and the things you say have to express what you bring to the table to benefit the practice. What skills and experience do you have that will benefit the practice? What sets you apart? Can you speak Spanish? Do you love working with kids? Can you place implants? Can you bring new patients into the practice? Don’t move the conversation straight to how much they will pay you. You don’t even have the job offer yet, and this approach can cost you the job.

 

Expand Your Options: Most job seekers we speak with would much rather work for a private practice or small group practice. Corporate dentistry is a last resort or often not something they even want to consider. However, large group and corporate dentistry is growing and here to stay. These practices can offer you stable employment, great training, a guaranteed minimum salary, and benefits. If private and small group practices are not hiring in your area, don’t limit your options. 

 

Use an Independent Recruiter: A few dental recruiters, like ETS Dental, have contacts with practices throughout the U.S. Most often we are working on openings that are not advertised in any other channels. Our clients entrust us to locate the right talent to grow their practices. We speak with job seekers in order to understand their goals and experience. We have the ability to market strong candidates to practices with whom we have built relationships with over the years. Sometimes it’s who you know, and recruiters are good to know. 

 

Volunteer: Many new graduates can benefit from this in difficult areas. Volunteering can help build or maintain skills. It helps you learn chairside communication and build patient rapport. It can even help you connect with other practitioners, and possibly lead to an employment opportunity. Look for volunteer opportunities in free dental clinics or giving your time by participating in free dental care days that may be offered in your community. 

 

Shake Some Hands: Go to dental society meetings. Get online and join discussion groups such as Dental Town. Get on LinkedIn. Hand out business cards to every dentist you meet. Drop in and say hello to offices and leave a resume/CV. You can’t be shy in a saturated market. Let people know who you are, and let them know you are looking for an opportunity. 

 

Multiple Part-Time Jobs: Most saturated markets have more part-time openings available than full-time. You should definitely consider trying to get 2 or 3 part-time jobs if you need a full-time income.

 

Relocate:  It’s an extreme measure for many, but for some it can mean the difference in having a career or several short-term, part-time positions or nothing at all. Relocating expands your options exponentially. Just make sure you are not expanding your options of relocation to another heavily saturated area. Check out some earlier articles on this topic:

• Where Are the Jobs
• Choosing Where to Practice
• Grass is Greener Outside the City

 

Written by Carl Guthrie, Western Region Account Executive and Dental Recruiter. Contact at cguthrie@etsdental.com or 540-491-9104

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

Gaining a Competitive Advantage as an Employer of Choice

As the economy rebounds and more employers adapt to filling executive and management positions in the candidate-driven market, it is becoming increasingly important for companies to distinguish themselves as employers of choice, to attract top candidates. The most recent Gallup annual Work and Education poll revealed that only 47 percent of American workers are completely satisfied with their jobs, indicating employers are better positioned than ever to attract candidates who are ready to move out of current roles. So then how does a company become known as an employer of choice that attracts star talent and makes employees never want to leave?

"In today's job market, aggressive salary and benefits packages that will potentially beat out counteroffers are not enough to lure top performers to new companies," says Rob Romaine, president of MRINetwork. "Employers have to develop unique ways to attract candidates into their companies and away from competitors."

To accomplish this, employers have to connect with their employees, find out what is most important to them and then provide programs and services that will be of value to the entire staff. This entails providing career advancement opportunities, ongoing training and continuing education programs, atypical benefits packages and employee perks that will make any employee think twice about leaving. Some companies have gone to great lengths to achieve this, providing unlimited sick and paid time off, flexible work schedules, game rooms and employee appreciation days where catered lunches, massage services and field days are brought in-house for staff enjoyment.

SAS Institute, a North Carolina software company, became the employer of choice in its industry by providing its employees with workplace amenities like an on-campus gym, no limit on sick days, company gates that don't open until 7 a.m. and close promptly at 6 p.m., and maybe most importantly – free M&Ms. These perks resulted in a turnover rate 16 percent less than competitors.

So what strategies can companies use to establish themselves as employers of choice? "It's important for companies to realize they can't become an employer of choice overnight," says Romaine. "It takes a collaborative effort from multiple teams within the organization, focused on developing and implementing strategies that attract star candidates and retain key employees. Each department has to look at what they can do in their respective areas to contribute to this process."

The following are steps companies can take to become an employer of choice:

1. Know the company culture and the type of employees the company hopes to attract.
    
2. Develop a sound employer branding strategy that is focused on distributing consistent messaging about the company culture and mission to clients, investors, employees and candidates.
    
3. Conduct periodic employee surveys to determine employee satisfaction with the company. This provides staff an opportunity to express their feelings on everything from benefits and career opportunities to a variety of company-wide practices, while identifying areas that can be improved.
    
4. Review the feedback from employee surveys and develop strategies to improve areas of concern.
    
5. Look for unique ways to create the "ultimate employee experience", reasons that make employees never want to leave, including anything from on-site cafeterias, gyms or daycare to parking and transit privileges.
    
6. Submit a company nomination for an Employer of Choice or Best Places to Work award in your industry. These awards invoke employee pride and bring increased credibility to the company brand.

While hiring managers may not always have the authority to implement the above strategies, there are things they can do to help retain employees. They can create career tracks for each position, so employees have a clear path for advancement in the company. They can also provide ongoing training, development and mentoring opportunities. Managers should additionally create an environment where creativity and outside the box thinking is encouraged. Finally, managers should reward employees for a job well done via company announcements and awards, or performance-based bonuses, promotions and raises.

Retention of happy, top performers is the most critical strategy for companies to become employers of choice. This is where the status of being a choice employer begins – promotion of the company's values through the ambassadorship of employees.

"What makes a company a great place to work for some people will not be great for others," advises Romaine. However, a company that is an employer of choice will recognize this in the hiring process and give as much consideration to the candidate's fit with the organization as it does to experience, qualifications and talent. They will additionally recognize the value in providing a collaborative, company-wide approach to not only attracting, but also retaining top performers that will move the company forward."

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