N. Texas Dentistry Special Issue 2014 Inside the Exceptional Practice | Page 15

HUMAN RESOURCES

The most successful practices attract and retain a team
that can support the operational activities of the practice and help drive the practice towards its profit goals.
Developing well-defined operational protocols, policies and
procedures and training the staff in their implementation allows
the practice to operate at peak performance without sapping
time and energy from the dentist’s primary role as a care
provider. The practice is better served when the dentist provides
guidance and inspiration for employees to perform at their full
potential as individuals and as a team, and remains focused on
providing excellent dentistry.

Of course, there are numerous other operational activities in a
dental practice besides actual dentistry that cannot be neglected. In order to function, a practice must hire, train and manage staff, develop marketing plans and utilize social media,
maintain computers and other equipment, monitor licensure
and compliance, work with suppliers, and take care of the physical facility. Managing stress levels and optimizing the efficiency
of the practice operation dictates that some or all of these oper-

Staff contentment leads to better
retention and a team culture of
service, which is a major factor in
patient satisfaction.

to enjoy a comfortable lifestyle and grow the practice, while fully
funding retirement programs and accumulating savings.
Sometimes, a change must be considered in order to improve
performance and reach profit goals, such as adding an operatory, adding a staff member, moving to a new location, or purchasing equipment. These decisions should be made only after
consultation with a financial advisor who can help you conduct
a careful analysis of the projected costs and anticipated returns,
as well as perform an analysis of the impact on the other systems in the practice.

A practice management consultant can help guide key decisions
like selecting the ideal location, marketing, interior design, and
office policies. They can improve the operational efficiency of
an existing practice or ensure that a new office is up and running quickly and smoothly so patient retention and cash flow
are minimally impacted by the change.

MARKETING

Plainly put, marketing is communication. Every interaction, from a simple discussion with a patient about
a new service, scheduling an appointment, answering
a phone, greeting a new patient, or presenting a case –
is an important marketing opportunity. Most practices
also utilize internal and external forms of marketing including
brochures, advertising, direct mail, social media and websites

ational duties must be delegated to qualified and motivated
team members. Sometimes, temporary staffing is necessary to
help cover important tasks. Seeking an agency that specializes
in dental staffing can help you ensure that unemployment tax
and documentation required by the Texas Workforce
Commission is handled properly to avoid penalties.

When operational systems work well, it creates a
happy, low-stress work environment – which is not
only wonderful for staff but also creates the foundation for a great patient experience. Here again, the doctor’s leadership is invaluable – good things happen when staff
are respected, valued and appreciated for their contributions.
Staff contentment leads to better retention and a team culture
of service, which is a major factor in patient satisfaction. Patient
satisfaction is your best marketing tool, since it drives word-ofmouth referrals and positive online reviews. It it easy to see how
these factors all work together to drive profitability.

FINANCIAL MANAGEMENT

Excellent financial management is necessary for the practice to
achieve its potential. Well-managed finances enable a dentist
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