Most orthodontic practices have a hiring problem and don't realize it. They hire reactively when a seat opens up, settle for whoever's available, and pay for the mistake for the next 18 months in turnover, training time, and the slow erosion of the team.
The good news: even in 2026's tight labor market, A-players exist. They're just not on Indeed waiting for your job ad.
Here's how the practices I work with consistently land A-players, build them into the team, and retain them long-term.
Step 1: Define What A-Player Means in Your Practice
Most owners can't tell me precisely what an A-player TC, OM, or assistant looks like in their specific practice. They describe attributes ("hardworking, friendly, organized") that apply to roughly half of all candidates.
Get specific. For each role, write down five concrete behaviors an A-player demonstrates that B-players don't. "An A-player TC closes 70 percent of consults consistently across all weather, all moods, and all difficult cases." "An A-player OM proactively brings problems to the doctor with two possible solutions, not just the problem." Specificity is the foundation of every other step.
Step 2: Write a Job Description That Repels B-Players
Most ortho job ads sound exactly the same. "Friendly team, great culture, competitive pay." That language attracts everyone, including the people you don't want.
Write the ad to attract the right person and quietly turn off the wrong one. Examples that work:
- Be specific about the practice's identity. "We're a high-growth, high-accountability practice that runs on metrics. If that's exciting to you, keep reading."
- Be specific about the work. "This is not a clock-in, clock-out role. Our TCs see roughly 30 consults a week and we expect a 70 percent close rate."
- Be specific about the team. "We role play weekly. We review our numbers every Monday. We celebrate wins out loud."
Step 3: Build a Real Interview Process
A 45-minute coffee chat is not an interview. The practices that hire well run a multi-step process:
- Phone screen (15 minutes). Test for clarity, energy, and basic alignment. About 60 percent of applicants don't make it past this step.
- In-person interview (45 minutes). Behavioral questions, role-specific scenarios, and a tour of the practice.
- Working interview or shadow shift (half day). Most predictive single signal you'll get. Watch how they interact with patients and team in real time.
- Reference calls (30 minutes each, two minimum). Skip the formal references the candidate listed. Ask the references for two more references. Those secondary references are where the real signal lives.
Step 4: Ask the Questions That Actually Matter
Most interview questions are useless because they're predictable. Candidates have answers ready. The questions that surface real signal are the ones the candidate hasn't rehearsed:
- "Tell me about a time you disagreed with a manager and what happened." The answer reveals coachability and conflict tolerance.
- "Describe the worst day you've had at work in the last six months." Reveals what they consider a problem and how they handle hard moments.
- "What would your last team say is your biggest weakness?" Reveals self-awareness and honesty.
- "If I called your manager today, what would they say you most need to work on?" Same goal, harder to dodge.
- "What does great work look like in this role to you?" Reveals whether they have any standard at all.
Step 5: Watch for the Red Flags
- Speaks poorly of every previous employer. Pattern, not coincidence.
- Vague about why they're leaving. Specific reasons mean clarity. Vagueness usually means they got pushed.
- Asks about benefits before asking about the work. Not a deal-breaker but worth noting.
- Dismissive of the working interview. A-players almost always welcome the chance to be evaluated. B-players are uncomfortable with it.
- Doesn't ask any real questions about the practice. Either disinterested or doesn't think strategically. Both are signals.
Step 6: Onboard With a 90-Day Plan
Hiring an A-player and onboarding poorly is one of the most expensive mistakes a practice can make. The first 90 days set the tone for the next five years.
Build a written 90-day plan for every new hire. Specific competencies, specific milestones, specific feedback cadence (weekly for the first 30 days, biweekly through 90). The plan signals seriousness, gives the new hire a clear path, and forces the practice to invest in their success.
Step 7: Always Be Recruiting
The single biggest hiring upgrade most practices can make: recruit when you don't need to.
Coffee with potential candidates once a month. A relationship with the local dental hygiene program. A quiet eye on the team at the practice down the street that just had ownership change. Build a pipeline so when a seat opens, you have three names already in mind, not zero.
Practices that hire well don't have a magic recruiting strategy. They have discipline. They define the role, run the process, ask the right questions, and onboard with intention. The compounding return on that discipline is enormous.
Frequently Asked Questions
Should I pay above market for A-players?
Often yes, but not always. The right answer depends on what else you offer (career path, training, culture). Money matters most when those other things are weak.
What if I can't find an A-player TC at all?
Hire a high-potential B-player and train them. With a real training system in place, this often produces better long-term results than poaching an A-player who's already been shaped by another practice.
How long should the hiring process take?
Two to four weeks for most roles. Faster than that and you're skipping steps. Slower and you'll lose strong candidates to other offers.
Learn About Our Team Training Program
Learn About Our Team Training Program