By Jill Allen | Hey Docs! Podcast, Just Jill Episode
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Hiring the right people is one of the most important decisions an orthodontic practice owner makes, and it is not always as straightforward as finding someone with the most experience.
When a position opens, it can be tempting to look for someone who already knows the industry, understands orthodontic terminology, and can step into the role with minimal training. While experience certainly has value, it does not automatically make someone the right fit for your practice.
On this episode of the Hey Docs! Podcast, Jill Allen explores the differences between hiring experienced orthodontic professionals and candidates who are completely new to the industry. From identifying the right qualities in a candidate to establishing compensation and setting expectations during the first 90 days, the conversation focuses on building a team that can grow alongside the practice.
Whether you are preparing to open your first office, navigating an acquisition, or adding to an established team, successful hiring starts with understanding what your practice actually needs.
An experienced orthodontic employee can bring valuable knowledge to a practice. They may already understand clinical workflows, patient communication, scheduling, insurance, or treatment coordination, depending on their background. For an established practice looking to fill a specific position, that experience can shorten the learning curve and provide much-needed support.
However, experience also comes with established habits and expectations. Someone who has worked in orthodontics for years may be accustomed to doing things a particular way, and those methods may not align with your practice's systems or culture.
This does not mean experienced employees are difficult to train or that hiring someone new is always the better choice. It means practice owners need to evaluate more than a candidate's resume.
A strong candidate should be willing to learn, accept feedback, adapt to different processes, and contribute positively to the team. Someone with extensive experience who is open to learning can be an excellent addition, just as someone new to orthodontics can become a valuable long-term employee with the right training.
JA&A Insight: Experience can tell you what someone has done, but it does not necessarily tell you how they will perform in your practice. Look for candidates who bring the right attitude, adaptability, and willingness to grow.
Hiring for an orthodontic startup is different from hiring for an established practice. In the beginning, the team is smaller, responsibilities often overlap, and systems are still being established. The practice needs employees who are comfortable learning new things and adapting as the business grows.
Jill often emphasizes the value of hiring a "utility player" during the startup phase. This is someone who can take on multiple responsibilities, help wherever needed, and remain flexible as the practice develops.
A new-to-industry candidate can be particularly well suited for this environment because they are learning the practice's systems from the beginning rather than adjusting habits developed elsewhere. With the right attitude and training, they can grow into their role as the practice grows.
Experienced candidates can also be successful in startups, particularly when they understand that opening a new practice requires a different mindset than working in an established office. The important consideration is whether the individual is comfortable with changing responsibilities, learning new processes, and contributing beyond a narrowly defined job description.
For a startup, flexibility and adaptability can be just as important as technical experience.
When evaluating candidates, it is easy to focus on the skills listed on their resumes. But some of the qualities that make someone successful in an orthodontic practice are not specific to orthodontics at all.
Communication, reliability, adaptability, and a willingness to learn are important in nearly every position. These characteristics influence how employees interact with patients, respond to challenges, and work with other team members.
During the interview process, practice owners should look beyond technical qualifications and ask questions that reveal how candidates approach their work.
Consider asking:
These questions can provide more meaningful insight into how someone might function within your practice than simply asking whether they have experience with a particular software program or clinical procedure.
It is also important to pay attention to communication throughout the hiring process. How candidates respond to scheduling requests, prepare for interviews, and discuss previous employment can provide useful information about their professionalism and reliability.
Making a good hiring decision is only the beginning. Once someone joins the practice, the onboarding and training process becomes just as important as the interview.
Jill emphasizes the first 90 days as an important period for establishing expectations, evaluating progress, and determining whether the employee and practice are a good fit.
During this time, leaders should be paying attention to more than how quickly someone learns technical skills. Punctuality, communication, initiative, willingness to accept feedback, and the ability to work within the practice's culture all contribute to long-term success.
A structured onboarding process should clearly outline what the employee is expected to learn and accomplish during their first several months. Rather than assuming someone will naturally pick things up, practice leaders should establish training benchmarks and provide regular feedback.
For example, a new front desk employee might initially focus on learning patient communication standards, scheduling protocols, and practice terminology before gradually taking on additional responsibilities.
The goal is to create a realistic path toward independence while giving both the employee and the practice an opportunity to evaluate progress.
One of the most common challenges with new employees is a disconnect between what the practice expects and what the employee understands.
A doctor may assume that certain responsibilities are obvious, particularly when hiring someone with previous orthodontic experience. However, every practice operates differently, and expectations that are never clearly communicated can easily lead to frustration.
Job descriptions, training plans, and regular performance conversations help establish a shared understanding of what success looks like.
Employees should know which responsibilities belong to them, how their performance will be evaluated, and what progress is expected as they become more comfortable in the role.
It is equally important to address concerns early. If an employee is struggling with punctuality, communication, or following established processes, waiting several months to discuss the issue rarely makes the situation easier.
Clear expectations and consistent feedback give employees an opportunity to improve while helping leaders make informed decisions about long-term fit.
Compensation is another important part of the hiring process, particularly for startups trying to balance competitive wages with the financial realities of opening a new practice.
Jill encourages practice owners to understand the local employment market before establishing a pay range. Compensation should reflect the position, the responsibilities involved, and what comparable employers are offering in the area.
For startups, offering slightly above the local entry-level market may help attract motivated candidates while remaining mindful of the practice's budget. However, the appropriate starting rate depends on the market, the role, and the financial position of the practice.
Established practices and acquisitions may face different considerations. An acquisition, for example, may involve existing employees and compensation structures that need to be evaluated alongside the financial commitments of the transition.
Regardless of the practice stage, compensation decisions should be intentional. Hiring at the lowest possible rate is not always the most economical decision if the practice struggles to attract or retain qualified employees.
It is also important to consider an employee's potential for growth. A candidate who begins with limited orthodontic experience may become increasingly valuable as they develop skills, take on additional responsibilities, and contribute more independently.
A competitive starting wage is important, but compensation should not be the only conversation employees have about their future with the practice.
As team members develop their skills, they should understand how additional responsibilities, training, and performance may create opportunities for advancement.
Establishing clear expectations around growth can help employees see a future within the practice rather than viewing their position as a temporary job.
For example, a team member who begins in an entry-level administrative role may eventually become proficient in scheduling, insurance verification, financial coordination, or other operational responsibilities.
The specific opportunities will depend on the practice, but the principle remains the same. Employees should understand what they can work toward and how their contributions will be evaluated.
For practice owners, this also creates a more intentional approach to compensation. Rather than making decisions only when an employee requests a raise or receives another offer, leaders can connect performance and development to a clearly defined progression.
While the fundamentals of good hiring remain consistent, the needs of a startup and an established practice can look very different.
A startup often needs versatile employees who are willing to take on multiple responsibilities and adapt as patient volume increases. In this environment, hiring for potential and flexibility may be particularly valuable.
An established practice may need someone who can fill a more specialized position within an existing team. Experience can be helpful when the practice needs a treatment coordinator, financial coordinator, or clinical team member who can quickly become productive in a defined role.
However, established practices should not assume that an experienced candidate will automatically be a better fit. Someone who has developed habits in another office still needs to learn the systems, expectations, and culture of the new practice.
Similarly, hiring someone new to orthodontics requires a realistic commitment to training. A practice that does not have the time or resources to support a new employee's development may struggle, regardless of how promising the candidate appears.
The best hiring decision is the one that aligns with the practice's current needs, available training resources, and long-term goals.
The best choice depends on the practice's needs, training resources, and stage of growth. Experienced employees may bring valuable technical knowledge, while new-to-industry candidates can offer flexibility and a willingness to learn established systems. Practices should evaluate attitude, adaptability, communication, and cultural alignment alongside experience.
Orthodontic practices should evaluate reliability, communication skills, adaptability, willingness to learn, and alignment with the practice's values. Technical experience can be beneficial, but candidates should also demonstrate professionalism, a positive response to feedback, and the ability to work effectively with patients and team members.
Orthodontic startups often benefit from hiring versatile employees who can manage multiple responsibilities as the practice grows. Early team members should be adaptable, comfortable learning new processes, and willing to contribute across different areas of the practice. Clear expectations and structured training are especially important during this stage.
A 90-day onboarding plan should include clearly defined job responsibilities, structured training, measurable performance expectations, and regular feedback. Practice leaders should evaluate technical progress alongside reliability, communication, initiative, and the employee's ability to work within the practice's culture.
Orthodontic practices should establish compensation ranges based on local market rates, job responsibilities, required skills, and the practice's financial position. Starting pay should be competitive enough to attract qualified candidates while allowing room for future increases as employees develop skills and take on additional responsibilities.
Practices can support employee retention by setting clear expectations, providing consistent training and feedback, offering competitive compensation, and creating opportunities for professional growth. Employees are more likely to see a future with the practice when they understand their responsibilities, receive support, and have a clear path for development.
Hiring the right person for your orthodontic practice is about more than finding someone who can perform the job today. It is about identifying individuals who can contribute to the practice's culture, adapt to its systems, and continue developing as the business grows.
For some practices, that may mean hiring an experienced orthodontic professional who brings valuable knowledge to the team. For others, particularly startups, it may mean investing in someone new to the industry who has the attitude and potential to grow into the role.
Neither approach eliminates the need for thoughtful onboarding, clear expectations, and ongoing leadership. The hiring decision creates the opportunity, but the training and development that follow determine how successfully that employee becomes part of the practice.
Take the time to understand what your practice needs, evaluate candidates beyond their resumes, and build a training process that gives new employees a clear path toward success. The investment you make in hiring and developing the right people today can help create a stronger, more adaptable team for the future.