Linda Ryan discusses the challenges and effective strategies DSOs can follow for recruiting and retaining providers ranging from compensation and benefits to competent support staff, reliable equipment, and full schedules.
DSOPro: Where does the DSO industry currently stand in terms of staffing, and what changes can we expect this year?
The DSO industry continues to grapple with a shortage of clinical providers, including both dental hygienists and dentists. One contributing factor is the sheer number of DSOs and private practices competing for the same limited licensed talent pool. The rapid and continued expansion of DSOs has exacerbated this challenge, making it increasingly difficult to secure qualified professionals. According to the current federal data, the United States needs approximately 3,400 more dentists and 21,000 more hygienists to meet the current demand.
Another challenge—albeit a positive one—is the growing demand for dental care. With increased awareness of oral health’s connection to overall wellness, more patients are seeking dental services. This heightened demand has intensified the need for additional providers to ensure timely access to care.
The provider shortage is even more pronounced due to the rising patient volume. In some cases, an office that once operated efficiently with a single dentist and hygienist now requires two or more to accommodate demand.
DSOPro: Are there enough students entering dental and hygiene programs to meet this growing need?
While new dental and hygiene schools are opening across the country, it takes years for these programs to produce graduates. A newly established dental school, for instance, takes 4 years to graduate its first class. Additionally, these schools have enrollment capacity limits, which further constrains the workforce pipeline.
Given this lag in workforce development, the demand for providers will remain high in the foreseeable future. DSOs aiming for growth must place a strong emphasis on recruitment and optimal retention strategies. Without expanding their provider base, they risk limited growth and underutilization of their facilities.
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DSOPro: What are the most effective strategies for attracting talent? Or is it simply a matter of DSOs competing for the same candidates?
It’s not just about the shortages and competition—candidates today are increasingly more discerning about where they choose to work. Several key factors influence their decisions:
DSOs that address these priorities will have a stronger appeal to prospective clinicians. Additionally, the need to expand hours to meet patient demand creates further incentive for DSOs to build a larger provider network.
DSOPro: How can DSOs differentiate themselves from private practices and other DSOs when recruiting?
Flexibility is a major differentiator. Because DSOs typically operate in larger facilities, they can accommodate multiple providers and offer more adaptable schedules. This is particularly appealing to candidates, such as women dentists with young children, who require nontraditional work hours. Clinicians need to feel confident they will not be overworked due to the shortage of providers. It is important to discuss expectations about this during the interview process.
Another competitive advantage is a robust benefits package, including 401(k) matching, comprehensive healthcare plans, and other meaningful perks. New graduates, in particular, prioritize strong benefits as they manage their large student loan repayments.
Additionally, DSOs offer a steady patient flow—a crucial factor for providers seeking financial stability. Many DSOs are located in high-visibility areas, ensuring consistent demand. In contrast, some private practices, particularly in less affluent or less densely populated areas, may struggle to maintain a full schedule. When coaching candidates, I always advise them to evaluate the patient demographics and the office’s location and ability to attract new patients and retain current patients, as this directly impacts their earning potential.
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DSOPro: Once hired, what strategies should DSOs use to retain employees and keep them engaged?
Retention depends on several key factors:
DSOs that address these pain points will significantly improve their provider retention.
DSOPro: Any final advice?
Recruiters need to move beyond resume/CV-based profiling and engage directly with candidates. Pick up the phone and call everyone! Too often, potential hires are dismissed prematurely based on inaccurate or irrelevant assumptions. Instead of searching for a “perfect-fit unicorn,” recruiters and hiring managers should focus on how their organization can support a candidate’s success. They will be hired and most likely become successful somewhere, why not with you?
I’ve seen countless instances where a candidate was initially overlooked, only for hiring managers to later realize their value. Recruiters must build strong partnerships with hiring teams and advocate for candidates, ensuring they get the opportunity to interview in a very rapid and accommodating manner. Don’t leave candidates hanging, make a decision and move quickly. They have many options and opportunities, and if you drag your feet, you will miss out on exceptional providers.
Looking ahead, retention is and always has been just as—if not more—important than recruitment. With staffing shortages unlikely to ease anytime soon, DSOs must prioritize operational excellence to keep their best employees. A strong, supportive work environment is key to maintaining a dedicated, high-performing team.
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More from the Newsletter
Linda Ryan started her dental journey as a clinical dental assistant. Over her four-decade career, through grit and perseverance, she has mastered virtually every aspect of clinical and operational dentistry. Her diverse experience and expertise have been integral to the success of multiple DSOs.
An early pioneer of the DSO model, Linda had a critical role in the development and implementation of best practices, including staff training and development, procurement, facilities management, compliance, marketing, recruiting, and opening and managing the process of over 100 de novo practices. She was a finalist for the 2022 Women in DSO Leadership Award in the Business Category.
Her passion for dentistry is only rivaled by her love for people. Her dedication to leading teams and creating a people-centric culture is admirable. Linda is a positive role model and a mentor to many. She always makes herself available to serve others and has been instrumental in helping the people she leads grow and advance in their careers.
Linda is an award-winning talent acquisition director who set records for attracting and retaining talent. Her career trajectory and success are proof that hard work and commitment to excellence pays off. She wants every dental aspirant to know that regardless of where your journey starts, barriers are meant to be broken and to always believe in yourself and your ability to succeed. Linda can be reached at lindaryan0915@gmail.com or lryan@espiredental.com.
Espire Dental
Espire Dental operates as an Integrated Dental Organization (IDO), focusing on a patient-centric, hospitality-driven approach to dental care, aiming to elevate the patient experience and create a positive, comfortable environment. Espire Dental has 40 locations operating in 5 states and continues to grow.
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