Dental Consultant Advice: Hiring Sources
Places to look for new dental practice employees:
b. Dental representatives
c. Local Dental Societies
d. Your current staff can be of help. They often know others in the area and who might be looking for a job.
e. For assistants or hygienists: Call your sub list. Ask if any of them want a full time job.
f. For assistants: Check Dental Assisting Programs
g. Keep your eyes open! There are good people everywhere including your patients. I recall a client who observed a waitress at a local business who seemed really sharp. He offered to train her. She has worked out really, really well.
1. Most employees at my favorite local restaurant have been there for years. The service is always heads and shoulders above other establishments in the area. Recently I complimented the manager and asked what her secret was. I got a very quick reply:
"Drug testing,” she said with a wink.
Check your local and state laws and drug test if you can.
2. A dentist who bought our dental staff office training manuals last year told me he now uses the manuals as part of his hiring procedure. He has the applicants go home with our Dental Practice 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.
3. 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 storytellers. 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.
The only real way to know if they are going to be a good staff member is to hire them and observe their ability and willingness.
Before you hire them be sure to check their references. When checking, ask if the employee did in fact produce the results you were told in the interview and was the employee dependable.
You're not interested in opinions or "hearsay" just confirmation of results. If they pass the above tests hire, TRAIN, and apprentice them!
Always check previous employers and speak to them personally. Confirm all facts on the application and ask about reason for termination, their ability to work with others, absenteeism, job titles and duties, performance level. You might ask, "If you had the opportunity, would you hire them back?” Their response can be very revealing.
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.
New Patient Phone Call
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. I am Cambridge's CEO and Senior Consultant. 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 owner. Contributing writer to Dental Economics/DIQ, JADA, AGD Impact and Dental Town Magazine.
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