5 Staffing Trends That Will Change How You Practice Dentistry

By Roger P. Levin, DDS

Dentistry is undergoing a massive transformation, one that began during the pandemic and will continue for many years. One “earthquake” contributing to the shift is the crisis-level shortage of dental staff. I am not overstating the situation: a recent Levin Group national survey discovered that 57% of practices are currently seeking at least one staff member and many are seeking more.

The trend reflects the ways in which dentistry is shifting due to a dearth of trained team members who conduct the day-to-day functions of a practice. Here are five trends related to the dental transformation that you should know and prepare for as you plan for your practice’s future:

1. Fewer available staff members

During the pandemic, dentistry lost approximately 10% of practicing hygienists, with some hygienists leaving the profession completely and others reducing their practice time overall. But it wasn’t hygienists alone — approximately 6% of dental assistants and an unknown but definitive percentage of front desk staff left the profession as well. At the height of the pandemic, dental offices were left scrambling to fill positions as quickly as possible; many positions were filled by individuals who had lesser qualifications and skill sets than those they replaced.

How you can take action: To address and thrive through this trend, implement a structured training program to bring your team’s skills to the highest level. Like all jobs in every industry, employees can enhance their performance when they have the right training.

For example, a well-trained hygienist will typically out-produce other hygienists by 25%–30% when they have been trained to identify treatment and communicate with and motivate patients. It is now essential for practices to have continuous training cycles for all positions to overcome the near certainty that employees will need to be periodically replaced. You can bring new team members up-to-speed more rapidly with structured training and step-by-step document practice systems.

2. Higher staff compensation

Whenever there is a labor shortage in any field, compensation will rise. In 2022, we saw dental staff compensation increase by 10%. Unfortunately, some practices lost existing team members because they only offered higher compensation packages to new hires. Over the past two years, many practices have corrected that error and adjusted all staff compensation up to the “new normal.” Higher compensation levels will not revert and are here to stay.

How you can take action: To properly leverage this trend, dental practice leadership must budget for higher overhead due to staffing. Team members shouldn’t receive increases only because they think they deserve it, but they should be compensated at the current market level for your area.

3. Staffing changes require new leadership models

In the era of significant turnover and “staff churn,” it is important for dental practices to establish and maintain a culture of positivity, motivation, inspiration, and high energy. This starts with the leaders — dentists and office managers must understand that people will no longer work for just a paycheck. If employees are unhappy or the environment is toxic, they will leave.

Today’s workforce wants to believe they have a purpose and are contributing to something positive. Dentists should spend time establishing a vision for the future of the practice, a mission for how everyone behaves day-to-day, and specific goals for achieving the vision and mission.

Moreover, it’s also important to understand the specific motivations of each individual team member and work to meet those motivations if possible. For example, in one of the offices the Levin Group serves, a staff member wanted to be able to watch her daughter play soccer once a week. The challenge was that the soccer games began on Tuesdays at 3:00 PM. After discussing her predicament with the doctor, the team came together and made it possible for her to leave at 2:45 PM on Tuesdays. In the new leadership model, it is critical for dentists and office managers to provide both enjoyment and satisfaction in the job as well as a good lifestyle for team members.

How you can take action: Dentists and office managers need to view themselves as team-builders. Team members will no longer stay simply for a transactional “I pay you; you do work” relationship. One of the best ways to start building a great team is to identify three immediate leadership changes you are willing to make today. These changes can be as simple as displaying positive attitudes every day, interacting with the team in personal ways, and taking an interest in their personal lives.

4. Employees need greater transparency

Today’s dental team members expect transparency and clear communication. For practices to build long-term teams, dentists and office managers must keep employees informed about what is actually happening within the practice. There are three reasons for this:

1. Transparency eliminates rumors: Rumors kill practices. Consider the example of a doctor who was suddenly coming in late to work, often on the phone, and repeatedly retreating to his private office. The team quickly assumed (incorrectly) that the doctor was selling the practice and they would all be out of a job. The reality was that the doctor’s son was having a medical problem. Once the team learned the truth behind the doctor’s behavior, they rallied around him to assume more task responsibility, making sure he could take calls when necessary and blocking time during his day to communicate with his son’s doctors. Without the full story, team members can easily act on incorrect information to negatively impact the practice.

2. Transparency fosters respect: Team members feel disrespected when their bosses hide things from them. Some doctors believe team members are not entitled to know the full story about what’s happening in the practice, but that is an old and ineffective leadership model. People who take their work environment seriously want to know exactly what is happening around them. Not every detail is appropriate to share with every team member — but when large decisions that affect the team are looming, the sooner things are put out into the open, the better the team will respond.

3. Transparency fosters an ownership mentality: A good leader creates an environment where team members come to work every day thinking and acting like owners. Team members with ownership mentality want transparency so they can participate and help their bosses solve problems. All too often, dentists view team members as individuals to conceal important information from, rather than viewing team members as individuals who can help. Think of it this way: you share your struggles and challenges with your family because you know they will help. The same attitude and protocol should be in place for your team.

How you can take action: Open up as much as possible to your team. If you have team members with an ownership mentality and are transparent about what is happening in the practice — good or bad — they will be ready to step in and help you succeed.

5. Longer staff retention

When it comes to staffing, practice leaders aren’t only focused on interviewing and hiring the right people; it’s also important to maintain the excellent staff members they already have in place. Practices today must work diligently to create an environment where team members feel appreciated, inspired, and recognized for work done well.

Opening your daily staff meeting with an inspirational quote or a new idea (we have The Levin Group “Tip of the Day,” for instance) can set a positive tone. You can also develop protocols for complimenting your team and delivering continual feedback; this allows you to let them know you appreciate them and recognize their job well done.

How you can take action: Develop a daily leadership checklist that includes giving every team member a compliment, finding at least one team member to recognize in front of other team members for a job well done, and thanking team members for their work. Letting the team know how much they are appreciated goes a long way toward maintaining a solid team. Other strategies include quick 10-minute check-ins with each team member every few months, free food and snacks on a periodic basis, gift certificates for meals or movies, and taking the team out for a fun group event at least once a quarter. The list of ways to inspire your team and create a positive culture and environment is endless.

The bottom line

The world of dental staffing is changing, and the shortage we are experiencing now is unfortunately unlikely to improve for the next 5–10 years. To meet this challenge head on, you need to introduce a new, modern leadership model for staffing needs. Build a culture of positivity, high energy, leadership, and transparency to retain team members and foster a motivated, long-term team.

ROGER P. LEVIN, DDS

Roger P. Levin, DDS is the CEO and Founder of Levin Group, a leading practice management consulting firm that has worked with over 30,000 practices to increase production. A recognized expert on dental practice management and marketing, he has written 67 books and over 4,000 articles and regularly presents seminars in the U.S. and around the world.

To contact Dr. Levin or to join the 40,000 dental professionals who receive his Practice Production Tip of the Day, visit www.levingroup.com or email rlevin@levingroup.com.