Workplace culture has become a consistent focal point among dental organizations in recent years as factors like pay and benefits become less important to employees.
DSOs and dental practices have made this shift to grapple with ongoing workforce shortages, particularly among dental hygienists and dental assistants.
Dentalpost’s 2025 Dental Salary Survey Report shows that workplace environments are among the top factors driving hygienists and dental assistants to switch jobs. About 15% of hygienists searching for a new job said they were motivated by a better work environment, while 11.4% said they were looking for a more appreciative employer. About 24% of dental assistants were in search of a better work environment as well.
In addition to increasing pay and offering new benefits, many companies have launched initiatives to support employees both in and outside of the workplace, improve communication and show appreciation for employees’ work.
Hopkinton, Mass.-based Simply Dental Management made several internal changes earlier this year in response to employee feedback. The DSO adjusted communication practices and launched a portal for employees to access forms and other announcements. It also made changes to its employee benefits. SDM said it plans to conduct check-ins each year to continue receiving employee insight and track progress.
Sarasota, Fla.-based Dental Care Alliance launched its Women of DCA employee resource group to support the personal and professional development of women in the dental field. Women of DCA will provide resources and opportunities for women to grow within the field and give back to communities, while also supporting overall wellness and recognizing the contributions of women at the company.
Effingham, Ill.-based Heartland Dental has become a pillar in the dental community for its workplace culture in recent years. The DSO has won several awards over the years for its initiatives and staffing practices, most recently being ranked as one of the greatest workplaces in healthcare by Newsweek for 2025.
Kirsty Leyland, Heartland Dental’s executive vice president and chief human resources officer, told Becker’s that cultural initiatives have become a core strategy to support the DSO’s growth.
Although Heartland Dental supports nearly 2,000 offices in the U.S., the DSO’s investments are geared toward fostering a close, small practice environment, including wellness programs, continuing education and daily pay options.
“As we’ve grown over the many years we’ve been operating, we’re rooted in what we often refer to in our organization as Midwest values,” she said. “What that means to us is showing up with kindness, being open, being respectful in interactions with others and celebrating one another’s successes. We believe you need to be kind to work at Heartland, and it’s that mindset that shapes how we collaborate. We lead and we grow together, and it creates an environment where people want to stay.”
Margo Freedberg, DMD, medical director of the advisory board at MAX Surgical Specialty Management, agrees that a strong set of values are critical for building up a company’s culture.
“You need to have compassion and kindness. You need to listen to your people. A diversity of perspectives and thoughts in your leadership is really important,” he told Becker’s. “The best teams, in my opinion, are built on diversity and different points of view. Your team is not just you and your patient. Your team is you, your dental assistants, your business office. There’s a lot of people that make up the team. Practice culture is built on the team of trust and integrity and being accountable. You have to have open communication with your team and listen to them.”
Many dental leaders have come to agree that a company’s culture can often make or break its success.
“My acid-test question for assessment of organizational culture is ‘Given your existing culture, would your business survive if it were in another industry such as a café or a clothing boutique?’,” James Mah, DDS, dean of the UNLV School of Dental Medicine in Las Vegas, told Becker’s. “Elements of positive culture such as listening to customers, ability to learn, honesty, adaptability, teamwork, communication generally shift the answer to ‘yes’ and demonstrate that positive culture is not only transferable but can be the most valuable asset for an organization.”
