Dental patients look forward to seeing friendly and familiar faces when they arrive for appointments. Their comfort and trust levels depend on this continuity of care from the moment they open the door.
High staff turnover is not only financially costly, it also takes a toll on the perceived competence of the practice administrator. Resolve to sharpen your leadership abilities in 2015 and become even more effective at hiring and retaining great dental office employees.
Adopt the 3 A's
Dr. J. Randall Latta oversees a thriving group practice of five dentists and two-dozen support staff in Asheville, North Carolina. Western North Carolina Dental is a busy and beloved provider of compassionate and state-of-the-art dental services.
Latta sums up his employee retention philosophy in three words: attention, appreciation approval. "Praise strengths in public" and "Address weaknesses in private" are the cornerstones of his management style. This encourages a stable workforce and prevents burnout.
Latta's employees confirm that he walks his talk. They find him to be fair, caring and flexible, personally invested in their success and happiness. The difference between "administrator" and "authoritarian" is obvious.
Celebrate the individual
To recruit a great staff, hire to their strength and skills. Realistically assess each candidate to determine where she or he can best contribute to the office. Trying to turn a person into someone they are not in order to fit the open position is counter productive.
As Michael Kurtz writes: "Many management gurus now believe it's a myth that people are the greatest asset of an organization. The right people are the greatest asset of an organization."
Go into the initial interview with a clear job description that outlines all skills, expectations and requirements. Ask questions like: "What personal talents and skills would you bring to our office?" and "How would you handle a stressful situation with an agitated or frightened patient?"
If green lights flash, invite the applicant in for a day or more of paid, working interview. Determine whether this person — even though highly skilled — is a good fit for your office.
Each dental practice has its own unique personality. Solicit input from all staff and doctors. Do they believe this person will mesh well with the existing office team?
Hire high tech and high touch
Dentistry is a stressful, constantly evolving industry. Employees must be technologically skilled and proficient in the latest treatment protocols. But dentistry involves constant human contact. Employees must also be sympathetic and empathetic, demonstrating good "chairside manner."
The therapeutic value of face-to-face relating is often forgotten in a culture that seems to have its collective face stuck in electronic communication devices much of the time. Great dental employees are reassuring and clear communicators who can explain treatment and benefit plans without overwhelming patients.
Look for authentic, articulate people to fill these roles.
Longevity vs. stepping stone
Turnover is costly for a dental practice. The large amounts of time and money invested in training an employee are wasted if it becomes necessary to replace them. A thorough hiring process will help alleviate this, but the compensation package can help, too.
Start people at a competitive salary instead of low-balling it. If you underpay your employees, you will attract less competent people who will eventually be let go.
Your office could serve as a stepping stone for the more talented who view their time with you as paid training on their way to their dream job. View support staff salaries as an investment rather than an expense.
Implementing a few key practices in 2015 will turn your practice into a well-oiled team of talented and compatible personalities who share a deep sense of loyalty to your practice, your patients and to each other.
