Dental Consultant Advice: Hiring
1. A cleint recently told me how he now uses our dental office manuals as part of his hiring procedure. He has the applicants go home with our General Policy Manual and read it.
Then if the applicant actually comes back and passes an open book test, he hires them. I thought that was a creative way to determine if an applicant has initiative and can understand written policy.
2. Ask applicants about their past accomplishments. What this does is highlight the go-getters, those who take initiative and get things done.
Of course, we also recommend that you verify those accomplishments because you can run across some pretty good story tellers. Also watch out for the people who just give you a job title - there are plenty of people who run around looking very busy but get nothing accomplished.
3. Always check previous employers and speak to the practice owner personally if possible. In general the only questions a former employer legally has to answer are dates of employment and verifying position/title for accuracy. That being said do the best you can to confirm all facts on the application and ask about reason for termination, their ability to work with others, absenteeism, duties, performance level, etc. You probably won’t get many answers but that doesn’t mean you can’t ask. Also a great questions to ask is, "If you had the opportunity, would you hire them back?". Their response (or lack of response, hesitation, etc.) can be very revealing.
4. Keep in mind that some prospective employee can interview well, have a good resume and give all the right answers but they may still be a disaster. The real trick then is to recognize fairly quickly you made an error and cut your losses if you do get fooled. Don't feel bad if it happens as it has happened to nearly everyone more often than we all would like to admit.
5. Never overpay. Whatever you do don't blow out your payroll percent with a high paying "free agent". It rarely works out in sports let alone in the management of dental practices.
The unfortunate truth is that is there is no full proof way to know if a new hire will work out or not until you see them in action. If there was someone would be very wealthy indeed!
6. Once you have narrowed down your candidate consider having the person go to lunch with your other staff. There are practice owners who highly recommend doing so as getting your staff being part of the hiring process has very little downside and in fact makes the team that much more cohesive. When you give staff part of the responsibility to “green light” a new hire it tends to make them that much more responsible for the employee success once hired.
Kevin Tighe, Cambridge Dental Consultants, Senior Consultant, got bitten hard by the business and marketing bug during long summer days working at his dad's Madison Avenue ad agency. After joining Cambridge as a speaker in the mid-1990s, Kevin went on to become Cambridge’s senior consultant and eventually CEO. Cambridge Dental Consultants is a full-service dental practice management company offering customized dental office manuals. Frustrated? High overhead? Schedule a chat with Kevin at
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There is the good, the bad and the ugly of dental practice management, but many dentists will still tell you the probability is your dental consulting will work if you and your consultant are on the same page. It stands to reason that if a dental consultant had little value, worth or benefit that consultant could not stand up to harsh economic realities for long. A veteran dental consultant is also a "personal coach" who shold bring management wisdom based on "in the trenches" experience along with systems and protocols to that have been successfully implemented in other practices. Top dental consultants talk and network with each other. They pay attention to what systems work and don't across many dental practices.
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New Patient Experience and Patient Education
Daily and Weekly Checklists
General Policy Manual
What gets monitored, gets managed. It is as simple as that. The only way to monitor what gets done is with daily stats especially for your weak areas. For example, one employee should be specifically responsible for calls to patients who are unscheduled, overdue for re-care or need reactivation. Other staff can and should help in coordination with the accountable employee.
What most practice owners are lack in knowledge is not how to book an appointment, but rather how to be an effective leader. The best systems in the world are useless if the staff do not comply. Good leaders know how to get staff to willingly follow through and comply.
Questions To Ask
Do you and/or your staff have to travel or does the consultant come to you?
Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.
If the dental consulting is one on one who will actually deliver the consulting? I recommend knowing who your specific dental consultant will be prior to signing on the dotted line.
Is program based on a specific dental practice management system? You want to avoid cookie-cutter programs. Ensure the program will be tailor-made to fit your practice's specific needs.
The cost (including travel expenses and downtime) is certainly not the only factor, everything else being equal, it is still a major factor to consider. It's unwise to pay too much, but it's worse to pay too little.
Top Dental Practice Mangement Consultant
My name is Kevin Tighe. Consultant. Coach. Mentor.
My mission is to advise, recommend and help implement proven systems to grow your practice .
Before joining the Cambridge team I was in charge of setting up workshops for large nonprofits throughout the United States and Canada. During that time, I was fortunate to receive mentoring from several world-class business consultants, including a dental practice management guru, which led to a position at Cambridge as their seminar organizer. In time, I began crisscrossing the country delivering seminars myself for the better part of a decade. Subsequently, I moved up to senior consultant and eventually partner and now sole owner.
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