Team

Hiring and Maintaining a Winning Dental Team

Andrea Clasen

Creating and sustaining a team is a difficult task for many dentists. Thus, they will not only ignore the importance of this process, but also avoid confronting the many issues related to it.

This article will address the importance of a few of the areas that can be managed easily. While it is vital for practitioners to improve their skills in clinical dentistry, technology, and communication, the driving force behind the success of a practice will always be a values-driven team.

Recently, a dental assistant mentioned being extremely happy in the office that employs her. She mentioned that with good candidates for dental assistant jobs being scarce, she was certain she had other employment choices, some possibly with more money. In discussing her commitment to the practice, she explained the reason she stays: "The dentist treats us like a team. He says he couldn’t do it without us. He shows tremendous respect and treats us like equal professionals. He also really listens and wants to hear what we have to say regarding changes or additions to the practice. We don’t have team meetings as often as most offices, but it feels better here because on a daily basis he honors us."

It is clear why this practice has reached the level of success it maintains. Each team member feels valued. The dentist understands that his leadership role is to maintain the characteristics within the practice and that to do so he must always be aware of the strength within the team.

Taking the Initial Steps

Vision

The first step to creating a winning team is for the dentist to establish, write, and articulate a vision. The team is unable to focus on a specific purpose when this is unclear. The vision must offer a clear picture of where the practice is going and should describe the clinical dentistry that will be done, the philosophy of teamwork, the level of service to the patients, the financial status, and the marketing philosophy.

There may be other concepts within each practitioner’s vision, but clarifying these areas is an ideal beginning. It is important to have this plan in writing. This vision is shared with the team and introduced to new staff members as they join. When changes are communicated, it will help the team stay on track.

It is also equally important for the dentist to learn about the vision, goals, and aspirations of each team member. Unless the dentist hears, understands, and can empathize, he or she will lose the connection within the relationships. It is this connection that supplies the pathway to developing a winning team.

Budget and Overhead

A clear understanding of overhead and expenses is at the foundation of every successful practice. In the past, overhead at 60 percent to 65 percent was thought to be appropriate, and individual categories had standard recommendations. This has changed, and many categories vary a great deal depending on the dentists’ vision and goals. For example, a practice incorporating more cosmetic procedures may see a higher lab or supply cost. The same may be true with staff salaries. Today, they vary more than ever because of the various styles of practice. It is important that each dentist evaluate the cost of salaries when it comes to teams because the practitioner must not inadvertently convey frustration with their overhead commitment to staff members. If team members perceive that the dentist is unhappy with staff costs, morale will suffer and motivation will decrease.

To prevent this from occurring, it is advisable that the dentist work with an accountant who specializes in dentistry and is familiar with the needs of the practice. In addition, a management consultant who evaluates the practice on an individual basis is also helpful when comparing costs with goals. A long-term relationship between the service professionals and the practitioner is also recommended because when advisers understand the history of the business, they may be able to provide a shortcut to solutions. They can also serve as a quick resource as issues arise.

The money allocated toward team building is substantial. When team building is a consistent goal of the practice, the manner in which monetary issues is communicated to staff is critical. When communicating or discussing compensation in any form, it is important to clearly describe it on the day the individual is hired. The discussion or review must occur in a timely manner every year. It is the responsibility of the dentist to schedule and acknowledge the anniversary date. Acknowledging the date is in itself a form of recognition.

To create a successful approach to compensation, the following guidelines are offered. First, a clear description of the entire compensation package, including benefits, should be made to each team member. A complete list of the categories of benefits is recommended with a dollar value for each. The total at the bottom of the page shows the staff member the total annual compensation. This figure divided by the hours worked show the hourly compensation. The categories include the hourly rate multiplied by the number of hours, vacation, well pay, holidays, continuing education, retirement plan, bonus, dentistry, and travel or child care allowances. This package should be reviewed annually and adjusted according to changes in the marketplace.

The employer should acknowledge that a raise is a form of individual recognition. They should not be eliminated in favor of a bonus.

The availability for a raise should be stated in the employment packet. What job performance will result in an increase and how much can they look forward to receiving? As each team member is hired, it is important for him or her to have an understanding of how they may advance and receive a raise. The employer should describe in detail from the first day and throughout reviews what performance is required and what advancement they have to look forward to in the future.

If bonuses are part of the compensation package, they must be affordable and team members must clearly understand the formula for them. Affordable involves reviewing all expenses and the position the dentist is in when evaluating profit. When profit is not realized, the practitioner may become disillusioned with long-term bonus commitments. Also, it is necessary that team members have a clear understanding of the bonus calculation and that the dentist discuss each person’s responsibility for qualifying for the bonus. Every bonus should be subject to review and may be changed each year following a review of the practice.

Trust is a key element in team building. Specific guidelines must always be provided to the employee regarding compensation. Often, the leader/dentist avoids discussing these topics and so trust issues begin to surface.

Training

Training is critical to team building because it builds confidence in each staff member. In turn, they enhance the image of the practice and the value of care perceived by the patient. When implementing training sessions, however, most dentists struggle with the concept of the time and cost it may require. The first step, which can occur throughout the day, is communication. Talking, directing, listening, and observing are daily efforts that can do more in very small increments than blocking off half a day for a training session. Blocking time to practice verbal skills or to review a new clinical technique are also recommended and often result in increased production, thereby offsetting the down time.

When further looking at advancements in training, the practitioner should keep in mind that some individuals on the team may have knowledge in the area of practice management. They can contribute as much or more than consultants on occasion; and, because of this, it is important to listen to the ideas they share. The team may have its own "experts." When the practitioner shows his or her belief in them, it will contribute to team building efforts.

There are other measures that are highly recommended for contributing to building the winning team. These include recognition, continuing education, in-office training and role-playing, one-on-one training, and visiting trainers.

Recognition occurs daily when the dentist comments on a staff member’s positive efforts on behalf of the practice. He or she should openly acknowledge an individual’s efforts.

The practitioner should select appropriate continuing education programs for team members. He or she should assess team members’ levels of competence first, then determine the courses that are appropriate to their development. A continuing education program must have new and challenging information as opposed to concepts they have mastered. The team should take part in choosing the appropriate program.

In-office training and role-playing are activities that are essential prior to implementation of new systems and/or verbal skills. Be it a new clinical technique or a new style for the new patient exam, it is important that each step be reviewed prior to implementation. This builds confidence in team members so that the new system is more likely to be successful.

One-on-one training is helpful for individuals who will benefit from hands-on assistance. This is especially true with new employees when they are getting acquainted with office procedures. A buddy system works well, whereby each month a different staff member is assigned to the new employee to teach him or her one or more systems in the practice.

On an annual basis, specialized consultants or visiting trainers can be utilized to teach or enhance a particular area, such as communication and verbal skills, team building, computer enhancement, or clinical efficiency. They can be retained to present staff seminars or workshops.

There are no boundaries to a list of potential topics. And specialists in each field, rather than one entity, are recommended. Specialists typically share their unique philosophy and have years of specialized training and experience.

Conclusion

Clarifying the dentist’s personal vision, establishing appropriate employee compensation, and assessing what may be possible with training can be overwhelming. However, the time spent by the dentist in these areas is well worth it. Expensive new advancements for the practice may never realize their full value unless the team is behind them. They create a positive environment that is felt from the moment a patient walks in the door until the time he or she departs. This contributes to a values-driven relationship and sense of well-being, which results in referrals. The office team knows when the dentist believes in them and supports them. They become keenly aware of the effort the leader has put forward on their behalf on a regular basis. It is this combination that results in a winning dental team.

Author

Andrea Clasen is a practice management consultant based in Newport Beach, Calif.

To request a printed copy of this article, please contact/Andrea Clasen, Organizational & Operational Consulting, P.O. Box 9606, Newport Beach, CA, 92658-9606.