What Red Flags Could Your Team Be Giving Off in the Interviewing Process?

During the typical interviewing process, most companies focus on identifying red flags and weeding out candidates who are not ideal. While this is a necessary practice, employers should also give consideration to the red flags their team members could be waving, and how this may be deterring future hires. As the executive, managerial and professional labor market has become overwhelmingly candidate-driven in the last few years, more employers are realizing they must overhaul their interviewing procedures, to attract top performers who frequently have several job offers at their disposal.

Click to watch the video.

The main goal of an interview is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting, including how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about cultural fit, intangible insight and the overall impression left by the candidate.

In light of the fact that employers must now attract and recruit in a candidate-driven market, they should be thinking about the lasting impression they are leaving with prospective hires. “Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants,” says Suzanne Rice, director, U.S. franchise development.

Rice suggests the following for companies that are looking to revamp their interviewing process:

Provide direct responses about the role and the company. Candidates will see through vague or evasive responses. If the position has experienced frequent turnover or ongoing challenges, be honest about the issues and discuss how the role has been restructured. This is an opportunity to show that thought has been given to the position and its overall purpose in the company strategy, rather than just trying to backfill the role.

Demonstrate an enjoyable working environment. Candidates are looking at everything from their potential workspace, dress code and how team members interact with each other to work from home policies, office amenities and perks. Avoid any negative discussion of past or current employees, and don’t be dismissive of subordinates who may be briefly introduced to candidates. Use every opportunity to show a fun workplace, engaged employees and why you like working for the organization.

Maintain consistency. No matter what team members are tasked with interviewing, everyone should be on the same page about the responsibilities that will be assumed in the role. If the candidate receives conflicting information about the position, they have no choice but to assume this confusion will continue if they take the job.

Promote opportunities for advancement. Most candidates look at how a new role will provide them with new growth opportunities. Employers want someone who will remain in the position for a significant length of time, but it’s important not to forget to discuss any training or upward mobility programs, providing viable examples of how employees can advance within the company. Future employees want to feel their new employer is invested in their professional development.

Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive impression. “Not every candidate will be right for the company, but their ability to talk about their interview experience in the marketplace and potentially disseminate info that presents the brand in a good light, is invaluable. The ‘interview’ should be approached not only as a way to qualify potential new hires, but also leveraged as a marketing opportunity to communicate why the organization is a great place to work.”

Online Interviewing Tips for Hiring Managers

Interviewing can be costly and time consuming, especially when considering candidates from out of the area. Luckily, technology advancements have enabled us to reach these individuals with much more ease than we have had in the past thanks to the webcam allowing for online interviews.

We are seeing more clients opting for online interviews due to the following benefits:

• You are able to view the candidate and gauge their professional appearance and body language
  
• Allows you to see the interviewee in their own surroundings
  
• Reduces travel costs associated with bringing candidates in for interviews
  

Considering adding online interviews to your hiring process? The following are some tips to help both the interviewer make the best first impression.

1. Be familiar with the technology you are using —Download the program ahead of time, and do a test run with a friend. Skype is one of the more common software programs being used, but as with any technology, it’ll be much better to work out the technical kinks on the front end before starting the interview.
   
2. Make sure that you and the interviewee are able to connect —Make sure you have one another’s screen name or log in information needed prior to the appointment.
   
3. Make sure you look into the camera —If you are looking at the screen, you are not making direct eye contact with the person to whom you are communicating. This can be just as damaging for a video interview as it would be if you were sitting across a table from someone.
   
4. Be mindful of your background and lighting —Put yourself in an area with little to no background noise, and be mindful of potential interruptions. Also be aware of what the person will see behind you. It is best to avoid stark white walls and busy backgrounds. Test the lighting in the area where you will interview ahead of time to make sure it is flattering.
   
5. Adjust the camera ahead of time —You want the camera to show your head, shoulders, and hands. You need to be able to communicate fully, so this includes being able to transmit and receive nonverbal cues.
   
6. Dress for success —Dress for a video interview the same way you would if you were meeting the person at the office. Dark colors with a touch of color are the safest and look best on camera.
   
7. Have a script —Having notes in front of you can prevent awkward silences and keep the conversation on track.
   

Written by Tiffany Worstell, Account Executive/Dental Recruiter for Dental Staff at ETS Dental (www.etsdental.com). For more information, contact Tiffany directly at 540-491-9112 or tworstell@etsdental.com

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.

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.

6 Tips to Ace a Video Interview

Video interviewing is quickly becoming a favorite medium for employers to connect with potential candidates. Knowing how to conduct or participate in a video interview and have everything go smoothly, however, takes some preparation.

Here are a few tips to help you do your best:

1. Make a Good Connection - Before you can make a good connection with an employer during an interview, you must first ensure that your internet connection is up to par. Conduct the interview somewhere where you will have a steady internet connection with decent speeds. Stuttering video, skipping audio, or worse, a connection that drops out altogether, are all symptoms of slow internet speeds and might cut your chances of acing the interview painfully short.

2. Location, Location, Location – Where you decide to set up your webcam and conduct the interview plays a huge role in the quality of your overall presentation. Try to choose a quiet area with sufficient lighting and make sure what’s behind you isn’t distracting to the interviewer. If you will be conducting the interview from home, make sure any fellow cohabitants are aware of what you’re doing and won’t have to enter the room during the interview. Having a spouse or roommate dash across the background is not only awkward for you and the interviewer, but comes across as unprofessional. Finally, don’t forget to secure all pets and children in another part of the house with supervision to avoid any additional distractions.

3. Test All Tech – Several days before the interview, test your webcam, microphone, and computer to ensure everything is working correctly. Familiarize yourself with volume controls and any settings that might improve the quality of your interview. If you’re purchasing a webcam for the first time, look for one with HD capabilities and a quality built-in microphone. Prices on webcams and microphones have become very reasonable in recent years, so spending a couple extra dollars to avoid grainy video and choppy audio during your interview will certainly pay off and give your presentation a professional flare.

4. Dress Your Best – Although the interviewer will likely only see you from the waist up, dress in full professional attire as if you were meeting them in person. Opting for pajama pants in place of traditional garb may seem like a great idea, but you never know when you may have to stand up or retrieve something from the other side of the room that would reveal your entire outfit.

5. Don’t Interview from Work – It may seem tempting to interview from your office at work, but doing so communicates to your interviewer a lack of respect for your current employer. You also run the risk of a supervisor or fellow employee interrupting the interview, which can not only diminish your chances of landing the job, but cause conflict in your current employment situation.

6. Practice Truly Makes Perfect – Talking into a camera is very different than speaking with someone in person. Practice looking directly at the camera when you speak so that the interviewer can see your eyes. Try to avoid looking down at the screen or around the room when speaking, as doing so could communicate disinterest or disengagement from the task at hand.

As with any interview, prepare yourself ahead of time to answer questions in a concise manner that highlights your accomplishments and addresses how you would be of benefit to the employer. Although a Skype or FaceTime video interview can be very different from a traditional in-person meeting, following the tips outlined above can help make the process go smoothly and allow you to make a great first impression.


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 Your Interviewing Process Say About Your Company?

Grabbing the attention of top candidates can be challenging for employers trying to court their first picks in the executive, managerial and professional job market. These applicants are typically interviewing with multiple companies and have additional options at their disposal. Employer branding and a streamlined recruitment process are just a few of the strategies companies are using to make themselves more attractive in this candidate-driven market. While these strategies can help make the recruitment and hiring process more efficient, many employers forget to consider the subtle messages they could be conveying about the company, through the interviewing process itself. This oversight can create a lasting impression that turns candidates off before an offer is ever made.

With a shrinking talent pool and increased competition for top candidates, employers have to not only sell the company well, but also conduct an interviewing process that presents the company and its corporate culture in the best light possible. "When companies approach the interviewing process from the candidate's perspective, they are much more likely to create an experience that is mutually engaging and appealing to the 'A' players in their markets," says Rob Romaine, president of MRINetwork.

The interviewing process should be an opportunity for both parties to evaluate a professional and cultural fit with the company. Yet, consider as an employer that perhaps you are additionally sending out unintended messages about weaknesses in the company culture or work practices.

Have you reflected on the following?

1. Is your process executed in an organized, seamless manner?
2. Are the company representatives experienced at interviewing candidates, or are they just winging it?
3. Are the interviewers polite and sincerely interested in learning more about the candidate's background, or are any of them annoyed that the interview is taking them away from their work?
4. Does the company do its best to follow-up with top applicants and keep them engaged or do several days or weeks go by without any feedback from the interviewer?
5. Is the interviewing process lengthy or is it respectful of candidates' time?

If you answered no to any of these questions, it may be time to re-evaluate what the company's interviewing and recruitment practices say about the organization. "Just as employers are concerned about making a bad hire due to poor cultural fit or lacking skillsets, candidates are equally concerned about working for companies that seem disorganized, unprofessional, unreliable or inconsiderate of their employees' needs," notes Romaine. "Even the slightest glimpse of poor work practices can send top candidates away from your organization and straight to a competitor."

At the end of the day, the interviewing process is as much about candidate discovery as it is about employer branding. It is therefore important for employers to evaluate whether their practices are attracting or detracting key talent from their organizations.

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 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

 

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

Job Seeker Tips for New Dental Graduates and Residents

By Carl Guthrie

New Dental graduates are officially entering the job market this month, and Dental Residents are completing their programs in just a few more weeks.  Here are a few tips and reminders. 

1.  New associates need to understand that private practices vary widely in the ways they are operated.  The owners that are successful and need to hire are obviously successful and have a system that works for them.  If this is the first associate hire for the owner, things will change as progress is made along the learning curve.  If the practice has had a successful run with associates in the past, then the owner will most likely be less adaptable since he/she knows what type of doctor works out.

2.  Do not rely on everything you heard in dental school.  New doctors do not make $120,000 or more in every practice.  Some earn $90,000 or less.  There are many schools of thought across the country of how an associate agreement should be created.  Be prepared for contradictions of what you think you know.

3.  Owners are focused on what you, as an associate, will do for the practice.  A job seeker needs to always be aware that he/she is selling something to a prospective employer.  The owner in many areas has some choices in who to hire, or the owner is in a position to wait for who he/she believes is the “right fit.”  When applying and/or interviewing for positions, present what you as a potential associate will bring to the table in terms of skills, production, philosophies, and work ethic.  Do not jump to what the practice will do for you.  You must create YOUR value first.

4.  Return the phone call.  You still cannot get a job or an interview by solely email or text message.  If you get a call back in regards to a position then you must return that call ASAP. 

5.  You cannot overdress.  Got the interview? Wear a coat and tie.  No excessive jewelry, perfume/cologne, or facial hair.  Use common sense in your preparation here.

6.  Check your ego at the door.  Owners want to hire a confident associate, but they do not want to hire one that is overly confident or conceited.  Be grateful for the interview.

7.  All the bells and whistles do not make the practice.  We all like shiny new things and the latest technologies, but some practice have not quite made that leap yet.  This does not mean it is automatically a bad deal.  I have seen most, if not all, associate deals break because of personality conflicts or philosophical differences.  Never have I heard a doctor quit because the practice did not have digital x-ray.

8.  You and all your dentist friends will not find employment in the same city.  The most popular cities are often the hardest places to find employment.  Even though you believe a certain area is a great place to live, you still need to research the potential of finding a job before making your final relocation decision.

Carl Guthrie is the Western Region Recruiter and Account Executive for ETS Dental.  He can be reached at cguthrie@etsdental.com or 540-491-9104.

WHAT WON'T YOU DO FOR A JOB?

Article from the WSJ
By JOANN S. LUBLIN
June 2, 2009

Melissa & Doug LLC, a fast-growing toy maker in Wilton, Conn., puts applicants through an interview process so grueling that one job seeker says she left in tears and felt psychologically traumatized.

Candidates must bring their lunch -- plus three years of W-2 statements. They spend hours on simulated work tasks, several with tight deadlines. They complete a lengthy survey, where they rank their interest in chores such as fixing a leaky faucet and changing the fax machine's toner. Some prospects walk out right after the all-day screening starts.

The process "is sometimes a little rough around the edges," but Melissa & Doug hires only individuals "who will love it here," says co-CEO Doug Bernstein. He and his wife founded a firm where sales staffers often interrupt work to belt out songs using the office karaoke machine. Melissa & Doug can afford to be picky. About 50 people now apply for every position the company fills, 10 times as many as two years ago, according to Mr. Bernstein.

As the downturn persists, U.S. employers flooded with résumés increasingly insist that job hunters jump through unusual hoops. An investment bank ordered an experienced female marketer to come dressed in fancy evening wear suitable for entertaining wealthy clients. Certain businesses force contenders to interview each other and tout their rival's prowess. Others demand protracted unpaid tryouts.

"Job seekers frequently face a process that makes the Spanish Inquisition seem tame" because management sees the sour economy as a golden opportunity "for upgrading talent," says Jennifer Berman, a Chicago human-resources consultant.

Anyone craving employment these days "should expect just about anything," says Tom Carter, president of LeaderFinder Consulting Inc., a New York executive recruiter. He recently began requiring prospects to ace a role-playing exercise before recommending them to clients.
However, there are ways to anticipate and handle unorthodox screening tactics so you don't get knocked out of the running while jogging that extra mile.

You may avoid surprises by digging deeper than usual. Ask present and prior staffers about a company's hiring regimen, before checking online chatrooms and the corporate Web site for extra clues.

Capital One Financial Corp. alerts potential professionals and managers that many will tackle a business case study during interviews. The big bank's Web site offers a sample case study and acceptable analysis. Candidates believe "it's extremely helpful to have that case-study preparation," says Tonya L. Swatzyna, senior director of recruiting.

Rehearsals also get you ready for curveball interview requests. Act out responses to standard queries with friends, and then "have them ask you crazy questions to catch you off guard," says Townley Paton, owner of InterviewClips. The small San Francisco concern produces multimedia résumés for job hunters. You will appear even more self-confident if you practice your breathing, eye contact and smile, Mr. Patton adds.

Thinking fast on your feet helps, too. That's how a candidate became the frontrunner for a vice presidency at a midsize biotechnology company. During the prospect's interview with the company's chief executive last month, the CEO insisted the woman attend a corporate meeting about pitching for a contract research assignment.

Her participation "was totally unplanned," says Jay Meschke, president of CBIZ Executive Search, a CBIZ Inc. unit that helped the biotech concern field candidates. The woman offered impressive ideas about how the biotech business might craft the client pitch, according to Mr. Meschke. The firm will likely decide this month whether she will be its next VP of sales and marketing.
Daunting Hurdles

Some employers create hiring hurdles so daunting that their reputations suffer. A jobless executive sought to manage a large training department for a West Coast bank last year. The executive and seven fellow candidates were ushered into a crowded boardroom, where officials gave them each five minutes to interview the applicant next to them and offer a presentation on "why that person would be the best person for the job," he recalls.

The assignment infuriated the HR executive. "It's a total no win. You're put in a position of failure from the beginning," he says. The bank didn't hire him, but "never told me why I wasn't chosen," the spurned candidate adds.

Since then, the executive repeatedly has discouraged acquaintances from applying there. He hopes the bank hears about his criticism. "Why would I care about burning employment bridges at a place I don't want to work?" he asks.

Making the Most of It

Rather than retaliate, other job hunters take advantage of unconventional hurdles. Consider William "Tommy" Rollins, a digital marketing analyst laid off when Circuit City Stores Inc. liquidated in January. He soon met Brent Peterson, founder of InterviewAngel, a professional guide and toolkit offering interviewing tips in a binder. Mr. Peterson offered an unpaid tryout.
Mr. Rollins agreed to design free of charge an online sweepstakes where winners will receive a free copy of the guide, a résumé overhaul and a month of career coaching. He figured the start-up experience might lead to a paid gig there or elsewhere.

Mr. Rollins has provided 60 hours of free labor so far. The sweepstakes, launched May 13, proved immediately popular, according to Mr. Peterson. To make sure pro bono work opens doors for Mr. Rollins, Mr. Peterson serves as a job reference. "It is the least I can do," he notes