Each DSO has had to develop its own strategies for recruitment and retention, from launching new training and CE programs to creating mentorship opportunities to foster strong organizational culture.
The staffing aspect of dentistry has changed dramatically over the past few years, leading to shortages across many roles. DSOs have had to find new ways to adapt to the new labor market, which has seen its share of shortages of dental hygienists, dental assistants, office managers, dentists and surgeons.
Executives and leaders from five DSOs and dental groups recently connected with Becker’s to share their strategies on dental staffing recruitment and retention.
Editor’s note: Responses have been lightly edited for clarity and length.
Andrew De La Rosa, DMD. Vice President of Clinical Support of Aspen Dental (Chicago): We’ve been around for a long time and we really know who the doctors are, especially new grads. We know what their pain points are. We know what causes stress or anxiety in the practice. We’re very, very intentional about teaching them what they need in that moment to make sure that the challenges they’re most likely going to be exposed to, they have either the research, resources or development to help overcome those things.
Jane Whang, DDS. Regional Director of Clinical of Benevis (Atlanta): One of the things I find exciting is that a lot of our new graduates are interested in joining DSOs like Benevis, which is great, because we need a lot of providers who are interested in just partaking in the mission that we have to care for our patients. I think part of it is that now the dental community has understood the importance of how DSOs can play a great part in increasing the access to care for our patients, but also a lot of new grads are interested in the mentorship that a lot of DSOs such as ourselves can provide. Many of our new grads, when I interview them, I’ve found that they are interested in that, and that’s one of their priorities when searching for a job after dental school. We have state dental directors and district dental directors and regional dental directors like myself who are interested in helping new graduates get the experience and the growth and the support they need to be effective and just successful dentists. So, that’s exciting.
Henry Moomaw. CFO of U.S. Oral Surgery Management (Irving, Texas): For us, we’ve got 100% retention of our partner surgeons. As far as the workplace, other than the surgeons, it’s been a challenge for us, just like everyone else, to retain them. A lot of competition. Good people are hard to find, but we’re making strides.
We have lowered our turnover rate throughout 2024 from where it was in 2023 and again, it’s because of the training and we stay competitive with the compensation and just fostering that very strong workplace culture that we believe we do have, both at the practice support center and at our individual practices across the U.S.
Paul Reda. CEO of North American Dental Group (Pittsburgh): We’ve implemented a fully supported — and by support, I mean NADG bears the cost — [continuing education] curriculum. We hired a new doctor onboarding specialist who, when a new doctor joins us, will go to our doctor infusion program, which is indoctrination, basic education, CE, how to work at North America Dental Group, and then we give them an 18-month curriculum they need to follow. It’s endodontics courses, restorative, implant surgery, etc. We [also] have a 12-module office manager training, which is really meant to develop their skills, because we truly believe a strong office manager with a strong provider are the keys to success.
Travis Franklin. CFO of Heartland Dental (Effingham, Ill.): Simple gestures like remembering birthdays, accommodating scheduling requests when possible and publicly recognizing excellent work help build loyalty. Most importantly, treating hygienists and assistants as skilled professionals, by involving them in treatment planning, respecting their clinical judgment and supporting their growth, creates an environment where they want to build long-term careers. The strongest value proposition combines competitive compensation with meaningful work, growth opportunities, and leadership that demonstrates genuine care and appreciation. People rarely leave businesses; they leave environments where they do not feel valued, respected or fairly compensated.