News and Reflections for Dental Practice owners, Dental Practitioners, and Dental Students

We've Moved! Check Out the New ETS Dental Blog

noreply@blogger.com (ETS) — Wed, 27 May 2015 20:24:00 +0000

Over 6 years worth of great articles and resources spanning topics on hiring, job seeking, offers/contracts/compensation, and dental practice management are now just a click away on our ETS Dental website! What would you like to see us write about next?

Click the link below to view the new ETS Dental blog:

https://www.etsdental.com/resources/blog/

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

noreply@blogger.com (ETS) — Fri, 01 May 2015 16:00:00 +0000

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.”

Perfect match: Choose the right associate for your practice

noreply@blogger.com (ETS) — Thu, 30 Apr 2015 18:44:00 +0000

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

Hiring an Associate Dentist – What to Look for on a Candidate’s Resume/CV

noreply@blogger.com (ETS) — Mon, 20 Apr 2015 17:30:00 +0000

While large corporations in other industries may rely on automated applicant tracking systems to sift through resumes and attempt to identify the best candidates for an open position through keywords and algorithms, most dental practices employ a much simpler approach of reading through candidate resumes and CV’s manually. As the doctor or office manager, it can often be a challenge to identify the best candidate for your open position based off of a single document.

As a dental recruiting firm, we know all too well what it’s like to read through giant stacks of resumes and CV’s. If you don’t know what you’re looking for, filtering out the best candidates can quickly turn into a very daunting and frustrating task. Over the years we’ve come to recognize several key areas to pay attention to that will most often indicate very quickly whether a candidate is a good fit for your practice. So what should a doctor or manager look for on a candidate’s resume/CV?
Here are some items on a candidate’s resume/CV to pay particular attention to:

Education (school and graduation date) – Knowing when and where a candidate received their degree is the first indicator of whether or not he or she is a good fit for your practice. How long ago did the candidate graduate? Did he or she graduate with honors? If a practice is looking to bring in a new grad as their next associate, this is the first place to look.
Notable CE/GPR/AEGD Programs – Continuing education courses can have a positive impact on a candidate’s ability to treat patients, grow the practice, and meet state licensure requirements. Making sure a candidate is licensed to work in your state before scheduling an interview can help avoid many unforeseen issues and prevent wasting time on unqualified candidates.
Quantifiable Accomplishments – It’s likely that almost every candidate will put an objective statement on his or her resume claiming to be great with patients and staff, exceptionally team oriented, very willing to learn, and so on. But what can the candidate do to better the practice’s bottom line? Good chairside manner is essential, but a friendly candidate with a terrible production average isn’t going to help grow your practice. Let the numbers do the talking on the candidate’s resume. You’ll have a chance to observe the candidate’s personality during the interview. For now, focus on the numbers in front of you and the value he or she can add to your practice.
Special Skills and Training - What special skills does the candidate have? Can he or she do molar endo, implants, or surgical extractions? Hiring a candidate with additional skills means keeping more cases in-house, which directly affects your practice’s bottom line.
References – Take a look at the references listed on the candidate’s resume/CV. If you’re in a smaller dental community, chances are you might already know the candidate or at least one of the references listed. If everything else on a candidate’s resume checks out, go ahead and reach out to their references. Sometimes doing so can provide incredibly valuable insight into a candidate’s character, professionalism, skillset, and personality before they ever sit down for an interview.

If you’re looking to hire a new associate or staff member for your dental practice, consider reaching out to us at ETS Dental! We’re regularly in touch with hundreds of dentists, specialists, and dental staff every day. Contact your local recruiter now and let us start searching for your next great team member!

Online Interviewing Tips for Hiring Managers

noreply@blogger.com (ETS) — Mon, 20 Apr 2015 17:00:00 +0000

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.

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.
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.
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.
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.
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.
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.
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

noreply@blogger.com (ETS) — Wed, 18 Mar 2015 17:00:00 +0000

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.

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.

Dental Residents - How to Find a Job Coming Out of your AEGD or GPR

noreply@blogger.com (ETS) — Wed, 04 Mar 2015 17:00:00 +0000

Congratulations! After spending your whole life in school and residency you can finally see the end in sight. Now it is time to start putting all that education to use, but finding a job is a lot different than applying to programs. Do you know how to get started?

This is an attempt to provide a centralized resource to help you land a job.

Step 1. Make a Plan.
As outlined in the following blog link, the key is to be flexible. It is best to determine what your options are before narrowing your focus on the best fit. Job Hunt Tips.

Obviously location is important, but don't waste the crucial first years of your career in order to live in the heart of the city. Here is an overview of area limitations on a job market: Where are the Jobs?, and a real-life example is outlined here: The Grass is Always Greener. If you absolutely have to live and work in a saturated market, here are some strategies to help you land a job: Saturated or Difficult Markets.

Step 2. Prepare Your CV and Cover Letter.
Generally speaking, CV/resumes are overrated, as are cover letters. Still, they are a necessary evil when breaking into a job market. It is important to stand out from the crowd, but make sure that it is for the right reasons. You likely gained many marketable skills in residency. Did you place implants, get sedation certification, and perform full mouth rehabilitations? Be sure to highlight those experiences.
Here is an example of a well-written cover letter: Cover Letter Sample.
And here are instructions on writing your CV/resume: Resume for Dentists.

Step 3. Applying.
Here are several online sources for dentist jobs:

Step 4. Interviews.

The Telephone Interview:

Return your phone messages and emails promptly. It speaks to your motivation, interest, and courtesy. Don't let returning phone calls or emails become an issue or an obstacle to getting an interview. Even if you don't think you will be interested in an opportunity, return the call. On more than one occasion we have seen a candidate get a call from Practice B when he was already talking with Practice A. The candidate puts off returning the call to Practice B. Two or three weeks later, the opportunity with Practice A does not work out and now Practice B will not consider the candidate because no calls have been returned.
Your main goal in a telephone interview is to get a face-to-face interview.
Ask for the interview. Take the initiative to set a time. Say something like, "From what you have told me, I would be very interested in meeting with you and coming to see your practice. When would be good for you?"
Smile- even on the phone . You really can tell when someone is smiling.

Here is some additional reading on phone interviews: Tips for Phone Interviews.

The Face-to-Face Interview:
Don't go in blindly. Be sure to prepare in advance. Look over this article the night before: Preparing for the Interview.

Treat the staff with courtesy and respect. A practice owner often feels like his or her staff is like a family and will listen to their opinions, especially if they are negative. On more than one occasion, we have seen excellent candidates not offered an opportunity because they treated a staff member poorly.
Smile and show some enthusiasm. More candidates are hired because of their personalities and positive attitudes than because specific clinical skills. One high-end cosmetic practice told us they had interviewed six different dentists. They hired the candidate who smiled and appeared to truly enjoy being a dentist, passing on more experienced candidates with less personality and enthusiasm.
Show sincere interest in the hiring dentist's situation. Understand that the dentist needs to solve a problem. Maybe the practice just lost a key associate or partner. Maybe the practice is growing and cannot keep up with patient demand. Maybe the dentist needs someone to take over the practice when he or she retires. You need to get a clear understanding of the dentist's true motivation for adding an associate. Once you truly understand the needs of the hiring dentist, you can mutually determine if you are the solution.
Send a thank you note after the meeting. Here is a great example of a post-interview thank you: Thank You Note.

Still nervous? Here is a full blog post on interviewing: Interview Tips.

Step 5. Reviewing Contracts.
A good overview of contracts may be found here (the most relevant information is on the last page of the article): Compensation Considerations.
Do you have all the information you will need in order to make an informed decision? What to Know Before You Accept an Associate Position
Not satisfied with the offer? Don't be afraid to ask for more. Here are some tips on Negotiating Your Offer.

Step 6. What Can You Expect to Earn?
There are several good sources covering realistic dentist earnings. Here is our own: How Much do Dentists Make?
The ADA puts out its own numbers, also: ADA Income and Gross Billings.

Step 7. Plan Your Relocation.
If you need to relocate, be sure to plan it ahead of time. Here are a few key points to ponder as you plan: Relocation Tips.

Finding a job can be an intimidating process. I hope these resources will help make the process easier. Please feel free to call us should you have any questions. We are always happy to help. For more updates, tips, and helpful information, follow us onour Facebook fan page,Twitter, LinkedIn or on our blog.

Posted by Morgan Pace, Vice President and Senior Dentist Recruitment Consultant with ETS Dental. To find out more, call Morgan at (540) 491-9102 or email at mpace@etsdental.com .

The Importance of Selling Your Opportunity

noreply@blogger.com (ETS) — Wed, 18 Feb 2015 17:00:00 +0000

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

The Importance of Career-pathing and Mentoring in 2015

noreply@blogger.com (ETS) — Fri, 06 Feb 2015 20:00:00 +0000

2014 came to a strong close, with U.S. employment reaching a 12-month average of 246,000 new jobs and unemployment dropping to 5.6 percent. Confidence is growing in the labor market and as a result, many companies plan to hire throughout 2015. With all of this positive news on the job front, employees might have expected to see upward movement on salaries and wages. However, most recent surveys and reports indicate employers are planning modest pay increases, comparable to what was awarded in 2014. In light of this, how will companies retain their best talent, when below-market salaries are one of the top reasons employees decide to leave?

Click to watch the video.

According to Towers Watson commentary regarding their 2014 compensation survey, the projected 3 percent pay raise in 2015 is a bit disappointing as the average employee is barely keeping ahead of inflation. However, we realize that many companies are being conservative with pay, because they are still concerned about the stability of the economy and the labor market.

Despite this reality, the most recent MRINetwork Recruiter Sentiment Study, found that although improved compensation and benefits are a leading factor for candidates considering changing jobs, the top reason that candidates leave is because of clear advancement opportunities elsewhere.
So what does this mean for employers?

Companies may be at greater risk of losing their top performers, but the wage issue can be averted by focusing on career tracking, mentoring and training programs. After all, advancement to a more senior role not only connotes greater responsibility, but also higher pay, or at least the long-term potential to earn more.

"The days of requiring employees to take on the workload of people who either resigned or were laid off, without additional pay, are behind us," says Nancy Halverson, vice president of global operations for MRINetwork. "Today's workers want recognition for their contributions, and they expect to see a clear path for how added responsibilities will enable them to advance within the company."
Ultimately the salary discussion has more to do with an employer's culture of coaching, mentoring, training, recognition and evidence of upward mobility, in addition to how well the organization communicates and sells these attributes, both internally and externally. "The goal should be more about creating a 'best place to work' environment that is highly desired by candidates in the marketplace," adds Halverson. "This is really what the future of recruitment and retention is all about."

Advancement opportunities and career-pathing will additionally become more important as Baby Boomers retire and Millennials become the majority in the workplace. This generation is especially focused on gaining experience that can be leveraged to make the next career step, which is why job changes after 2-3 years are more common. Companies that provide the mentoring and training that Millennials crave are not only working toward retention of their brightest talent, they are grooming the future leaders of the organization.

Halverson provides the following tips for establishing and promoting career-pathing and mentorship programs:

Brainstorm how your organization can develop these programs, if they don't already exist. Consider how they can be leveraged to support various groups within your workforce including minorities, women and junior to mid-level management candidates.
Begin discussing internal mobility programs during the interviewing and onboarding process.
Promote the programs through multiple internal and external channels to create stories about employee advancement within the company.

Although career growth is what's most important to candidates, it doesn't mean that companies can make wage increases a last thought. Salaries are going to have to come up to attract top performers. "However, no amount of money will make them stay in a role that appears to have no future," concludes Halverson. "That's where the power of career-pathing kicks in."

Resumes That Give You the Edge

noreply@blogger.com (ETS) — Wed, 04 Feb 2015 20:00:00 +0000

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.

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.
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.
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.
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/.
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
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.
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.

Skills Needed in a Successful Office Manager

noreply@blogger.com (ETS) — Wed, 04 Feb 2015 19:47:00 +0000

One of the hardest and most important positions you will fill in your office is the position of office manager. Why is this so hard? Because an effective manager is going to control the chaos and enable you to reach your goals.

Obviously, every office's needs for a manager will vary. However, there are three core skills that every office leader needs.

Leadership Skills
Whether your office manager is leading one or twenty one, it is imperative that your manager be an effective leader and gain the respect of staff. It is the manager's duty to make sure that goals are being met and being able to get the staff to "buy in" to goals is essential. The manager ensures that the staff is motivated and on the right track, but also has to be able to delegate responsibilities to the team rather than handling everything on his or her own.

Communication Skills
Your office manager represents you and your practice. He or she works closely with individuals in various capacities-people that you want to continue having relationships with such as your staff, vendors, colleagues, and patients. The importance of how this person communicates is invaluable. An effective communicator gives you and your practice credibility.
In a leadership capacity, your office manager needs to be able to interact effectively with other people. This requires actively listening and responding appropriately-not acting purely on emotion.

Analytical Skills
A dental office is ever changing and you need someone who is not always caught up in the smaller details, but who can see the bigger picture. There is always something that can be improved upon to increase efficiencies and/or save the office money. Your manager should be able to gather information, when needed, and make appropriate decisions based upon information given. You should be able to trust their analytical skills and ability to make decisions.
While the specific requirements for each position change, every office benefits when their manager possesses strong leadership, communication and analytical skills.
Do you have an effective office manager?

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

Associate Dentist Jobs - Understanding the Numbers When Comparing Multiple Job Offers

noreply@blogger.com (ETS) — Wed, 07 Jan 2015 18:00:00 +0000

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

noreply@blogger.com (Anonymous) — Fri, 19 Dec 2014 17:00:00 +0000

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.

Annual Planning – To Add or Not to Add an Associate

noreply@blogger.com (ETS) — Fri, 12 Dec 2014 17:00:00 +0000

With the holiday season in full swing and the end of the year approaching faster than ever, many practice owners utilize this time of year to put the finishing touches on their business plans and goals for the upcoming year. Perhaps one of the most important decisions any practice owner will make during annual planning is whether or not to add an associate dentist to their practice.

Knowing if your practice is ready to hire an associate, however, is key to determining the success of any expansion. Here are some tips to follow when considering the addition of an associate to your practice, including good reasons to add and good reasons to wait:

Good Reasons to Add

It fits with your mission – If you offer a unique set of services to your target patient base, your production numbers are above industry norms, and you can easily add more patients by offering more capacity, it might be a good time to look at adding an associate.

It fits with your long-term strategy – We’ve written numerous articles over the years about having a clear picture of what you want your practice to look like and be like in five years, ten years, or when you are ready to transition out. If you don’t have a long-term objective, it’s important to develop one before hiring anyone. If you need some help, we’ve put together a great guide on preparing a business plan and organizing your objectives and goals: Dental Practice Owners: 8 Simple Steps to preparing a Business Plan

A great opportunity presents itself –One of the best indicators it may be time to add an associate is if there is an underserved patient population in your community and you could fill a new associate’s schedule by catering to their needs.

You find an associate with the following three qualities –
1. His clinical philosophy is in sync with yours
2. Her personality fits well with yours and that of your office culture
3. Your long term goals align (i.e. she wants to buy an office in 5 years, you want to sell your office in 5 years)

If these three things align, just about all other issues can be worked out in time. If clinical philosophies, personalities, or long-term goals are not in line, however, don’t make the hire.

Complimentary Skills – If an associate loves working with pediatric patients, doing extractions, or performing endodontic procedures and you routinely refer these cases out, you may be able to add a complimentary revenue stream to your practice without adding patients.

You can afford to fail – Adding an associate is a calculated risk. Make absolutely sure that if an associate does not work out, it will not seriously jeopardize the long-term health of your practice. We’ve seen dentists literally hand their practice over to a new associate on their first day so the owner could take an extended two month vacation or stop practicing all together. This is a recipe for disaster, and often comes with costly consequences for the practice owner.

You are truly prepared – Make sure you have the operatories, systems, and staff to support a new associate before you make a hire. The reason that most associate relationships fail is because the practice simply wasn’t ready. There are plenty of great associate opportunities out there. Don’t lose a great associate because he or she lacks the equipment, staff, mentoring, or patients. Just because you need an associate does not mean your practice is ready for one.

Good Reasons to Wait

Your practice’s systems are inefficient – When was the last time you took a look at your practice’s internal efficiencies? Is your practice producing what comparably-sized practices are? If the answer is no, you may want to speak with a practice consultant so you can get the most out of your current system and team. Adding an associate will not fix your production issues, but will simply add to the inefficiency of your practice.

You want more time off – Many dentists make the mistake of adding an associate simply because they want more time off. This reason is perfectly justifiable, but first you need to assess the financial impact of an associate taking over some or all of your current production. If you can improve your quality of life by adding an associate to share your current workload and give you more free time, by all means do it. Just make sure you get with your CPA to ensure you truly understand the financial impact of such a decision.

You’ve just expanded or built a new office and want to “fill it up” – Just because a new building will accommodate two, three, four, or five dentists and the accompanying support staff doesn’t mean you will immediately have patient demand to fill everyone’s schedule immediately. “If you build it, they will come” doesn’t always work when it comes to dentistry, especially in the short term.

Your competitor just hired an associate – Can you hear your Mom saying “if all your friends jumped off a bridge, would you?” There is a lot of truth behind that old phraseology, as silly as it may seem. What might be right for a competitor’s practice and financial situation isn’t necessarily best for your own practice, and vice versa. Identifying and assessing your practice’s specific needs and goals will always warrant better results than simply trying to copy your competitor’s strategies.

Adding an associate is an important decision for any practice owner to make. With some careful thought and planning, though, the addition of the right team member to any practice can boost production levels and increase the overall profitability of the practice as a whole.

If you’re considering adding an associate, feel free to reach out to one of our experienced dental recruiters and let ETS find your next great associate for you!

Written by Mark Kennedy, President and Owner of ETS Dental, Vision, Tech-Ops, and Therapy. For more information, contact us and let ETS Dental find your next associate, partner, or buyer today! www.etsdental.com

The Recruiter's View: Candidate-Driven Market to Present Retention Challenges in 2015 Among Top Performers

noreply@blogger.com (ETS) — Thu, 11 Dec 2014 21:16:00 +0000

U.S. employment had its challenges during the winter months of 2014, but throughout most of the year we've experienced consistent growth as 222,000 new jobs has become the 12-month average. Despite the fact that many companies are in growth mode, retention is increasingly problematic. This is especially challenging in the executive, managerial and professional job sector which is candidate-driven, as the brightest talent recognize more jobs are available and feel more confident about pursuing them. Recruitment additionally faces challenges in the sector, as many employers continue to lose great candidates to lengthy hiring practices, below-market salaries and an inability to sell the company brand, the role and true advancement opportunities. New data from the most recent MRINetwork Recruiter Sentiment Study, a biannual employment landscape survey of MRINetwork recruiters across approximately 600 worldwide offices, indicates that the candidate-driven market, which has experienced a consistent uptick since 2011, is here to stay, and the rate at which top performers are rejecting job offers continues to grow. As we approach 2015, employers will need to review their recruitment and retention strategies from the top down to remain attractive to employees and potential new hires.

"It is definitely and without a doubt a candidate-driven market, however many employers are still laboring under the same processes as they did when it was an employer-driven market," said a recruiter responding to the study. "Candidates now have choices and employers need to make the interview process go smoothly and quickly." According to the report, in the second half of 2014, 83 percent of recruiters described the talent market as candidate-driven, up 29 percentage points from the second half of 2011.

The executive and managerial market continues to be candidate-driven because of the availability of more job opportunities and growing talent shortages due to skill gaps. Top performers have a strong advantage, with multiple job offers to consider and the ability to reject less desirable work opportunities. This is significant when you consider the factors motivating a job move. According to the study, 49 percent of recruiters say greater opportunities for advancement is the primary motivating factor for candidates looking to make a move, followed by improved compensation. Based on year-over-year data, the main reasons for rejected job offers continue to be a result of great candidates accepting offers with other companies and being presented with disappointing compensation. Further, the time between the first interview and the rejected offer is shrinking, with a six percentage point increase from the second half of 2013, for candidates that rejected offers within two weeks of the first interview.

Click to enlarge.
MRINetwork recruiters provide the following survey insight about rejected job offers:

The search process is still taking way too long considering the recession has been behind us for years and the fact that it is a candidate-driven market in many industries. This provides candidates with the time to investigate other opportunities.
Candidates are much more fully engaged and also much more aware of their worth in the marketplace.
Clients are still looking for the perfect candidate, yet are not offering an enticing salary.

With more top performers moving on, the candidate-driven market points to several things:

Internal and external branding will continue to be important as companies face growing pressure to sell their value proposition to employees and candidates. "They are operating with the mindset that there are an abundance of candidates, all willing to jump through hoops to get a job at their company, and that is just not true anymore," says an MRINetwork recruiter.
A streamlined hiring process will be imperative to avoid losing top candidates in 2015 and beyond. One recruiter notes, "Every candidate we speak with is actively looking and has several irons in the fire."
Talented employees who were hired at bargain salaries during the recession will be moving on. The majority of MRINetwork recruiters (83 percent) say they have interacted recently with these under-compensated and under-employed candidates who are anxious to improve their earning capacity. Salary and benefit packages will need to be adjusted to retain these individuals.

Although the study results demonstrate that hiring trends are highly favorable towards top performers in the executive, managerial and professional space, recruitment and retention will continue to present ongoing challenges for overall hiring as the job market expands. A fundamental shift is taking place in the way in which candidates expect to be recruited, and companies need to get on board with these changes to bring in and hold on to the talent they seek.

To view the complete study, visit www.MRINetwork.com/recruitersentiment.

What to Look for in a Reference

noreply@blogger.com (ETS) — Thu, 20 Nov 2014 17:00:00 +0000

A lot can go into a hiring manager’s decision of whether or not to bring you on as their next employee, including your skill set, work experience, personality, and professionalism. While a lot of emphasis and focus is often placed on the above items, sometimes the deciding factor may come down to how effectively your references portray you as the best fit for the hiring manager’s need.

Here are some guidelines to follow when providing professional references to a potential future employer:

Follow the employer’s instructions regarding references – Many job applicants often wonder if they should always include professional references on their resume or application. A good rule of thumb is if a job posting doesn’t request references, then don’t list any references on your resume. When a posting does require references, follow the instructions exactly as listed on the job application. Adhering to an employer’s instructions is always the first step to showing you’re a competent and detail-oriented applicant.
Choose references wisely – Obviously the most important step to selecting a good professional reference is, well, selecting a good professional reference. But which individuals from your work history would make the best references? Your professional references should all have the following qualities:
1. Genuinely want to see you succeed and do well in your career
2. Able to answer tough questions about you on-the-fly
3. Witnessed you demonstrate both hard skills (specific, teachable abilities) and soft skills (interacting effectively with other people) in a work environment
4. Well-spoken and able to clearly communicate your strengths, expertise, and professionalism in detail
Avoid workplace conflict – If you haven’t announced to your current employer that you’re looking for a new position elsewhere, carefully consider who you list as a reference if any of those references work with you currently. Make sure your coworker can be trusted to keep your search confidential until you decide to make the announcement in your own time.
Ask for permission – Reaching out to your professional references before listing them on a resume or application is not only a polite professional courtesy, but also gives you the opportunity to briefly update them on your recent work history and goals. While most individuals you consider as a reference will be willing to help you out, have a few extra potentials in mind in case one of them politely declines or expresses hesitation. Never make someone feel obligated to serve as your professional reference – their hesitation might be interpreted as negativity when your interviewer gives them a call, skewing your chances of landing the job.
Get updated contact info – Be sure to get updated contact information for all of your references, and verify their information is up-to-date before submitting your resume or application. For each reference, include the person’s name, job title, relationship to you (co-worker, manager, etc.), company name, address, and contact info (at least one phone number and an email address, if possible). Going through the trouble of lining up the perfect reference is wasted time if they can’t be reached.

Occasionally check in with your references and make sure their contact info hasn’t changed. If you know a professional reference you listed has been contacted by your potential employer, it’s OK to thank them with one quick email or phone call for their willingness to help you out. Doing so will reiterate your professionalism and will leave your reference with positive feelings toward you that could potentially shine through in their next conversation with a hiring manager.

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

Looking at the Job Interview through a New Lens

noreply@blogger.com (ETS) — Fri, 07 Nov 2014 21:00:00 +0000

Most companies conduct job interviews as a series of one-on-one conversations between pre-screened candidates and key decision makers. The goal is to gain more details about the depth of the interviewee's skills, and assess whether they will be a good fit for the role and the company culture. However, when you consider the efficiency of this method in the executive, managerial and professional space, there may be a better approach. If your company operates through more of a collaborative, team approach, that same methodology can be used to ensure you make a good hire.

Click to enlarge.

So what is a team interviewing process and what does it look like? "A team interview operates under the premise that top candidates typically excel during one-on-one interviews because they know all the right things to say," observes Nancy Halverson, vice president of global operations for MRINetwork. "They're well prepared and they're great under pressure. Putting them in a group setting turns the tables a bit, presenting a scenario where only individuals who have the ability to work well in a team will excel. Further, a team interview provides the opportunity for the company to conduct routine business exercises, such as brainstorming or planning sessions, where the candidate is asked to contribute to the group's discussion on anything from the development of a strategy, to shaping the required steps for execution of an upcoming initiative."

Unlike panel interviews, team interviews do not focus on rapid-fire questions from multiple stakeholders that can create a stressful situation for candidates. Instead, team interviews let decision makers subtly observe candidates in a seemingly more casual environment.

Halverson offers the following advice for why employers should consider bringing in the team to evaluate candidates:

A team interview helps employers quickly weed out candidates who are not a good fit. Great candidates who don't have the collaborative skills needed to succeed in the organization are eliminated at this stage, thereby expediting the interviewing process. A swift interviewing process is critical in the candidate-driven professional space: it means a faster hiring process for the company, which in turn increases the ability to keep top performers, who have several job opportunities at their disposal, engaged in the process.

This scenario provides more objectivity during the interviewing process. Having multiple team members interact with candidates in a group setting and observe their behavior, is much more effective than just evaluating candidates from the perspective of one interviewer.

The sharing, cooperative aspect of team interviews caters to the work environment that many Millennials seek. This will become increasingly important as Millennials become the majority of the 2020 workforce.

A team interview can help companies avoid wasting time and money on a bad hire. Just because a candidate is talented and skilled, doesn't mean he or she would be right for your organization.

As the executive, managerial and professional labor market becomes increasingly candidate-driven, companies have to look for every way possible to shorten their hiring processes and keep their top picks from accepting other job offers. Team interviews expedite the recruitment process by replacing several individual meetings with key decision makers and condensing them into one group meeting. Halverson concludes, "A team interview is a great way to gain deeper insight about candidates' collaborative and interpersonal skills, while also giving them a glimpse of the company’s culture and approach to work. Job interviews should be a two-way exchange. If played well, this experience could be the thing that makes "A players" want the job opportunity as much as your organization wants them."

Checklist and Timeline for Graduating Dental Students

noreply@blogger.com (ETS) — Thu, 06 Nov 2014 17:00:00 +0000

Graduation from Dental School is an exciting time, and there is a lot to do. We’ve put together a checklist and timeline of things to consider when working on your job search. We hope this can help you avoid any delays in kicking off your career as a new dentist.

Checklist for Graduating Dental Students

FIRST! Set your personal career goals by determining your ideal practice setting and financial needs. Try to plan for the first 2 to 5 years of your career. Trust me, this plan will look completely different in 1 to 3 years.
Resume: sample
Cover Letter: sample
Proof Book or Look Book
- Contains case presentations, before/after photos, letters of recommendations, testimonials, production date, etc.
References
- Needs to be professional, academic, or any non-family member
- Three is plenty
Interview Preparation: complete list of tips
License Applications
- States vary so make sure to learn what they require, especially what Regional Board exams they recognize
Other permits: DEA, state controlled substance permit, sedation permits

Other helpful links: http://www.etsdental.com/dentists-specialists/helpful-links/

Timeline: You will need to budget your time and understand factors that may delay your expected start date with a practice. Ideally you need to plan on not starting with a practice for at least six weeks after graduation. Here are some dates or blocks of time to consider.

Graduation Date
- Late May or Early June
Board Scores
- Take your regional exams as early as possible in order to have your scores prior to your graduation
- Many employers won’t show interest unless you have passed your regional board
Job applications
Telephone Interview
- Plan for this to take place within one to three weeks after you submit an application or resume
Face to Face Interview
- Plan for this to take place within one to six weeks after your telephone interview
Licensing process
- Takes 4 to 6 weeks
- Fingerprints: We recommend doing this as early as you can per the state boards’ rules. Sometimes it takes weeks to mail off your fingerprints and wait for your receipt that must accompany your license application
- Background and credential verification: Some states (notably AK, NM, WY and several others) use a third party service for credentialing that will add 30 to 60 days to your license processing time.
- It’s very important to learn which states require applicants to submit their licensing applications in conjunction with state board meeting dates. For example, AK only meets quarterly, and requires applications to be in the office 45 days before that meeting.
Insurance credentialing
- Once you have the license, the job, and a start date, you may still be delayed on production if you must wait for insurance or medicaid credentialing processes. This could take a couple of weeks to several months depending on the state and the insurance companies

Typical Timeline for a New Doctor to Start Employment

Step	Dateline
Build resume, cover letter	February 1, 2015
Start submitting applications to practices	February 1, 2015
Telephone interviews done	February 28, 2015	1 month
Face to Face Interviews completed	April 20, 2015
Receive offers	May 1, 2015	2 months
Accept Offers	May 9, 2015
Graduation	May 23, 2015
License application completed and submitted	June 1, 2015	3 months
License issued	July 1, 2015
Start employment	July 6, 2015	4 months
Insurance/Medicaid credentialing completed	August 17, 2015	5.5 months
5 to 6 months from starting your search to reaching full capacity as a newly employed associate

Other timeline factors to consider:

Job search is in rural areas or across the country: Add weeks or months to your search since timing of interviews will likely be determined by your ability to travel and breaks in your school schedule
Spouse or significant other’s schedule
Kids’ schedules
Delays in your clinical requirements completion

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 Pay: Collections vs Production

noreply@blogger.com (ETS) — Wed, 22 Oct 2014 18:53:00 +0000

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?

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.
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.
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.
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

Marketable Clinical Skills - How Do you Compare?

noreply@blogger.com (ETS) — Thu, 09 Oct 2014 16:00:00 +0000

What does it take to stand out from the crowd? What CE should you take to make yourself a more marketable candidate in the dentist job market?

Many factors play a role in a practice owner’s hiring decision. Matching treatment philosophies, goal alignment, communication skills, and personality compatibility all play a role. When an owner is comparing otherwise similar associate candidates, clinical skills will always be a major consideration. So how do you stack up?

Our firm, ETS Dental, is in a unique position to answer that. With over 9,500 general dentist interviews logged into our database, we are able to create a profile of the clinic skills self-reported by the average associate dentist candidate. Here is what we found.

Endodontics

Rotary Trained	84%
Comfortable with 1^st Molars (uppers or lowers)	68%
Comfortable with 2nd Molars (uppers or lowers)	45%

Extractions

Comfortable with Surgical Extractions	79%
Comfortable Extracting Soft Tissue Impactions	46%
Comfortable Extracting Partial Bony Impactions	28%
Comfortable Extracting Full Bony Impactions	8%

Prosthodontics

Crown and Bridge	95%
Removable	93%
Veneers	65%

Pediatric Dentistry

Will only see adult patients	8%
Would limit their work with children	13%

Implants

Places Implants	15%
Restores Implants	73%

Additionally, we found that an associate candidate’s flexibility can increase the number of options available.

Saturdays

Would work some Saturdays

42%

Practice Environment

Would work in a corporate practice	41%
Would work in a Medicaid Clinic	23%
Would work in a Public Health Office	27%
Would work in Medicaid or Public Health	33%

While these results are self-reported and not scientific, they give a good overview of the clinical skills available in the associate dentist job market. It is our hope that this information will be helpful to you as you plan your next career move.

Written by Vice President and Senior Account Executive/Dental Recruiter Morgan Pace. For more information, contact Morgan directly at 540-491-9102 or mpace@etsdental.com

Base Salary (AKA Minimum Guarantee) for Associate Dentists

noreply@blogger.com (ETS) — Tue, 30 Sep 2014 15:52:00 +0000

Over the past ten years, base salaries for General Dentists seeking associateships have become more commonplace in response to an increasingly competitive dental job market. Several factors have played into this change, including the ever-growing level of student debt and increased presence of Dental Service Organizations (DSOs) in the industry. From a practice owner’s perspective, the practice can use the guaranteed minimum to say “we have the patients and potential production available - can you produce?” As such, there is a perceived financial security with a base salary.
Below are some common ways we’ve seen dental practices pay base premiums to its associates.

Common Ways Dental Practices Pay Base Minimums

Daily/Monthly Draw on future commission : This structure is, by far, the most common method in dentistry. The practice will pay the associate dentist a fixed amount that will be deducted out of the associate’s future commission.
1. Pro : the associate has greater security at the beginning because there is a cash flow.
2. Con : if the associate does not produce/collect enough the practice cannot recoup the draw if the employment is terminated by either side.
3. Most common example : $500 to $600 per day ($10,000 to $12,000 per month).
Salary + bonus : This structure offers both sides more of a win/win at the early part of the relationship. The practice and associate agree to a set salary that is paid regardless of the associate’s production. The bonus is a carrot for achieving a higher level of production.
1. Pro : Practice can pay based on what it expects associate will/should produce while offering a bonus if goal/expectations are exceeded.
2. Con : Such as the draw, if the associate is underperforming the practice will lose money on the arrangement.
3. Example : $10,000 month; Associate can bonus by being paid 15% of collections on anything exceeding $35,000 per month. Calculate monthly or quarterly.
Salary only : As simple as it sounds. The Associate is paid a base salary. In most cases, a practice does this because it realizes there needs to be a lot of growth in the practice overall. It is more of an investment in the associate and potential of the practice. In many cases a practice and associate will agree at a future time to convert from salary to commission in order for the associate to be incentivized on their production.
1. Pro : Great for a new grad that receives mentorship from a senior doctor. Allows the practice to secure an associate without making unrealistic claims to what an associate can earn on a commission plan.
2. Con : if you don’t have an associate who sees the big picture, you can have an associate who doesn’t strive to grow in this position due to the lack of incentives, thus making a bonus option a great addition to the salary.
3. Example : $120,000 per year.

Why should you offer a base minimum?

Excellent way for practice to back up their claims of available production and income potential
Offers initial short term security to associate by providing a minimum cash flow
Helps while production and patient base is built up by associate
Competition for talented dentists
Security for your practice by limiting associate turnover

Is Your Training Program Attracting or Detracting Candidates?

noreply@blogger.com (ETS) — Fri, 05 Sep 2014 13:55:00 +0000

Every organization offers some degree of on-job training, at a minimum during the onboarding process, but the quality of a company's training program can have a direct impact on the level at which employees remain engaged and motivated. Simply put, your organization's training and development opportunities, or lack thereof, could mean the difference between employees that stay or leave. In this post-recession era where attracting and retaining candidates is critical, companies should be asking themselves, what separates their training programs from the competition?

Click to enlarge.

As the hiring outlook continues to improve, more candidates are on the move in search of better job opportunities. Surprisingly, salary is generally not the motivating factor. In fact, according to Badgeville, the #1 gamification and behavior management provider, their 2013 Employee Recognition survey found that 76 percent of employees chose opportunities for growth as one of the top reasons they would stay with an organization over financial motivators.

Here is some advice to companies looking to modernize their training programs:

Routinely take inventory of the materials and delivery methods the company uses to facilitate training. Look for areas that can be improved or updated, and think of ways to make the process more efficient and engaging.

Consider if the company's training program is versatile enough to accommodate different learning styles and generational preferences. Millennials may prefer a more interactive training experience, whereas Boomers may be satisfied with binders and paperwork.

Research new technologies that can help breathe new life into your training program. If the company is predominately using classroom-style seminars, new hires could be checking out before the onboarding process is even over.

In today's job market which is candidate-driven in the executive, managerial and professional space, companies have to do everything they can to differentiate themselves from the competition. Discussing the unique aspects of your training program during the recruitment process could be the thing that sets your organization apart.

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

6 Tips to Ace a Video Interview

noreply@blogger.com (ETS) — Wed, 13 Aug 2014 20:00:00 +0000

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

4 Tips for Navigating the Hiring Process

noreply@blogger.com (ETS) — Wed, 30 Jul 2014 17:48:00 +0000

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:

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.
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.
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.
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

noreply@blogger.com (ETS) — Wed, 09 Jul 2014 16:30:00 +0000

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

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