How to Hire a Dentist: A Workforce Capacity Playbook

Brannon D.

Jun 14

3 min read

Updated: Sep 5

Hiring a dentist is not complicated because the steps are mysterious. It is difficult because the market can be thin, good clinicians have options, and every delay gives them another reason to stay where they are.

The best hiring process is simple enough that recruiting, clinical leadership, and operations can all explain it the same way.

1. Define the opportunity before you source

Do not start with a generic job description. Know why the role is open, what patient demand exists, what schedule is expected, how compensation works, what clinical support looks like, whether ownership or leadership is possible, and what a successful first year should look like.

If the recruiting team cannot explain why a successful dentist should consider the opportunity, the candidate probably will not figure it out for you.

2. Map the real talent market

Start with the city, but do not stop there. Look at realistic commute areas, feeder cities, the broader state, and nearby states when relocation is plausible. A rural GP search should not use the same sourcing map as an oral surgeon search in a large metro.

3. Recruit the person, not the resume

Credentials tell you whether the dentist can do the job. The recruiting conversation should tell you whether the opportunity could actually be better than their current situation. Ask about earnings, schedule, autonomy, support, ownership, geography, family considerations, leadership, and the type of dentistry they want to practice.

4. Move while the interest is real

Once a dentist says yes to a conversation, the process should feel easy. Schedule the interview quickly. Make sure the right clinical leader is prepared. Give timely feedback. Explain the economics clearly. Do not make a passive candidate chase the organization for the next step.

In one recent DSO engagement, qualified clinicians cooled while interviews were delayed and other employers moved in roughly 24 to 72 hours. Candidate supply was not the only issue. Process speed mattered too.

5. Keep the relationship alive through the start date

An accepted offer is great. It is not the same as a started dentist. Notice periods, credentialing, relocation, counteroffers, and life changes can all happen between signature and start. Stay in contact and make sure onboarding is actually moving.

6. Do not throw away the rest of the pipeline

When a hire is made, good future-fit candidates should not disappear into the ATS. Keep the people worth knowing. Markets change. Timing changes. Another practice may need the same specialty later.

The hiring playbook in one view

Know what you are selling before sourcing begins.
Search the realistic market, not only the immediate ZIP code.
Understand what would make the dentist move.
Keep interviews and decisions moving.
Stay connected after the offer.
Keep the pipeline you worked hard to build.

That is how hiring one dentist can strengthen the next search instead of sending the team back to zero.

For DSOs with recurring provider demand, see how MBS approaches Dental Workforce Infrastructure. For the broader operating framework, read What Is Dental Workforce Infrastructure? If recurring hiring demand is exceeding internal capacity, see What Is Pipeline-as-a-Service for DSOs? You can also take the Dental Workforce Infrastructure Assessment to identify where the recruiting system is strongest and where it may be exposed.