Essay - The Hygienist’s Role in Dental
1.1 For years, the dental hygienist has been
perceived as someone in her own world, cleaning teeth and educating patients on their oral health needs. Today's
dental hygienist is definitely much more. You are the clinician, producer, educator, patient confidant, and team
player. Many patients present inquiries to the hygienist that gives you an opportunity to be the "bridge builder"
for the dental practice.
1.2 Consider treatment planning. You see a dental
concern in the patient's mouth. You take diagnostic films, perhaps an intraoral photograph. You document your
observations and discuss them with the doctor. Then the doctor makes his or her diagnosis, discusses treatment with
the patient, and the visit is finished, right? Wrong!
Frequently, when the dentist leaves the room, the patient asks some very tough
• "What will my insurance cover on this procedure?"
• "How much is a crown?"
• "Can I make payments?"
Even though you may have a financial administrator in your practice who handles these types of
questions, your patient is asking you. It will be crucial at this stage to "build the bridge" in
You should have a protocol in your office for each team member on how to handle your response.
The worst response would be, "That's not my area; you're going to have to ask someone at the front desk."
This answer drops the ball, which can lower the confidence the patient has in your
A better way to handle this is to say, "Sarah is the expert in our office regarding financial
matters. But here's what I know. We have a partnership with CareCredit, a dental finance company, that allows
our patients the opportunity to fit their treatment into their budget. The company offers interest-free
payments, a revolving credit option and long-term financing for a low fixed rate. As a courtesy, we file
insurance claims on your behalf and are dedicated to assisting you in determining your level of benefit with
your plan." Then, you escort the patient to the appropriate individual. They feel well informed and are able
to make great decisions about their dental care. When the entire team gets involved on every level with the
patient, then the patient has the opportunity to accept what is in his best interest.
1.3 The hygienist s hould be as knowledgeable as
possible about the "business" of running a dental practice. Listed below are some standard financial discussions
you may have with your patient.
1.3.1 "What will my insurance cover on this
You have been presented with a perfect opportunity to educate the patient on her needs. A
typical response may be: "Your dental benefit plan has been designed to cover basic costs of dentistry. Our
philosophy in this practice is to assist you in designing a treatment plan based on your complete dental
needs. We pride ourselves in assisting our patients in receiving complete information so that they can make
informed decisions. "Therefore, we partner with our patients in assisting them with their insurance
questions. You may not be aware of this, Mrs. Jones, but your employer designed your benefit to coincide with
the premiums they pay for your plan benefit. Your written plan benefit guide will outline this for
1.3.2 • "That sounds
Your response may be: "Well, Mrs. Jones, keeping your teeth for a lifetime is an investment,
but much less expensive in the long term. It has been our experience that when our patients invest in their
dental health and catch problems early, they save money in the long term."
1.3.3 • "Can I make payments on
Your response may be: "Absolutely! We have established a partnership with CareCredit that
allows you to make small monthly payments over an extended period of time either through an interest-free
option, a revolving credit option, or extended payment option. Sarah is our expert in this area and would be
glad to discuss it with you further."
1.3.4 • "Do I really need that dental
Your response must duplicate your practice's philosophy, which is typically: "Mr. Jones, our
philosophy in this office has many layers. We firmly believe that a patient's level of acceptance of their
dental needs is directly related to their knowledge of why treatment is necessary. Therefore, it is our
philosophy to educate our patients with why treatment is necessary as well as anticipated fees so that our
patients can make informed decisions."
1.3.5 • "I just want my two free cleanings a year as
covered by my insurance."
That's a tough one! A typical response can be: "Mr. Jones, fortunately for you we never
diagnose your insurance plan. Your dental benefit plan is designed to cover basic needs. We pride ourselves
in identifying our patients' dental needs through proper diagnosis and treatment planning. As a courtesy, we
assist you in identifying your dental plan's basic guidelines on what they cover. Typically, we see a benefit
design that allows payment for basic dental needs such as continuing care (prophylaxis, exams, diagnostic
1.4 Make sure you educate the patient on what is
involved in her preventive and periodontal maintenance. When you educate the patient on proper terminology, she has
a better understanding of her needs, is well informed and can make decisions for the right reasons. For years, we
have given our patients permission to think of their continuing care as "just a cleaning or check-up." It is time
to re-educate them on what is involved on their preventive visits.
1.5 Another great technique in discussing tough
issues with our patients is to leave no question unanswered. Therefore, before you escort the patient up to the
scheduling and financial experts, say to the patient, "What questions can I answer for you about this proposed
treatment?" We must be prepared to cover all aspects of their treatment experience, even the financial questions.
Your patient's confidence and trust in you increases when she feels secure in your
1.6 New patients have the best chance at staying
with a dental practice long term if they perceive that we care. One way to show this is to do a new patient
"interview." The most effective way for the patient to feel welcome is to have the hygienist talk with the new
patient in a consultation room (or private area) prior to taking diagnostic films. There should be a brief
discussion about their dental history, previous experiences, and identify with the patient's areas of
1.6.1 Listed below is a sample smile evaluation to
assess your new patient's needs:
• Why did you leave your previous dentist?
• What made you choose this office?
• What was your childhood experience like going to the dentist?
• Did your parents keep their teeth for life?
• If you could change anything about your smile/teeth, what would you
Patients will tell you a lot about themselves by the way they respond to these questions. For
instance, if they left their previous dentist because they were kept waiting, time is a hot button. If they
chose your office because their mother, brother, father, or sister come to you, loyalty and trust are
important. "Hot buttons" help you identify how to relate to your patients. It is very important to listen
completely to your patients' comments and concerns.
1.7 Always engage your eyes and ears. Statistically,
50 percent of patients listen with their ears, and 50 percent listen with their eyes. Make sure you have visual
aids available to help your patients visualize what treatment is in their best interest. Cautious, analytical
people tend to need a lot of written information to make a decision: "Can you show me what an implant looks like,
and what is the success rate of a crown?" However, high-energy, assertive people tend to make decisions based on
feelings or action: "How much, how long, when can we start?"
1.8 Remember that it is not what you say to your
patient, it's how you deliver the message. Our patients depend on us to work together towards a common goal —
dental treatment presented with their best interest in mind. The only way for our patients to make informed
decisions about their dental care is for you to educate them on what it takes to keep them healthy. Discussing the
health benefits of preventive care is as important as discussing the dental benefits. There is so much information
available on the correlation between periodontal disease and heart disease, diabetes, pregnancy issues and
1.9 Together, with the knowledge we have and the
ability for our patient to learn, the opportunities to make informed decisions soars. Our patients deserve and
expect the best from us. Let's take this opportunity to make a difference for them!
2.0 Know your
2.1 The most effective hygienist knows what it
takes, financially, to make a practice profitable. Be directly involved in this process and you will achieve
2.2 Know how much time you need not only for the
procedure you are scheduling, but the patient's individual needs. You may have a patient who grows tartar daily so
allowing extra time for these patients saves you in the stress department. Now you're probably thinking, save extra
time? Won't my productivity go down? Not if you adjust the fee to match the difficulty of the procedure. These
"difficult prophys" become your exception to the rule.
3.0 Scheduling & Production
3.1 Customize appointments to meet patient needs.
Therefore, customized scheduling comes into play. What is "customized" scheduling? It is a method of customizing
how much time you need for each individual patient. For example: An adult patient with exam, prophy, 4 bitewing
diagnostic films typically would be allowed 60 minutes. But if this patient is a heavy tea drinker or smoker, they
may have a lot of stain. The hygienist will have first-hand knowledge of this and would ask for more time, such as
70 minutes. Your timeframe on the scheduling chart should be documented as such. This technique is a great
non-verbal communication technique for your scheduling coordinators. It keeps everyone on the same page and allows
for less confusion!
3.2 A typical production goal for the hygiene
department is 30 to 35 percent of the total production goal. That means if the daily goal for the entire practice
is $3,000, the hygiene goal should be $900 to $1,050 per day. In an eight-hour day, that's $113 to $132 per hour.
Another important number to track is lost appointments. Typically, a practice will get one cancellation per day
that is not re-filled. This can cost a dental practice many dollars. If the average dental appointment is worth
$125 and you get one cancellation a day over a 200-day year that amounts to $25,000. Just think of how those
dollars could have been used in the practice — for continuing education, bonuses or raises. The possibilities are
3.3 When you are able to track statistics, you have
a better opportunity to affect the outcome of your profitability and bottom line. Every dental team member needs to
monitor the numbers. It helps you take ownership of the practice. Each time you have open time on your schedule,
you are temporarily unemployed.
3.4 Among the things that need to be measured are
the department's (and individual hygienist's):
• Gross production/net production
• Production per hour
• New patient appointment value
• Case presentation/case acceptance percentage
• Recare effectiveness percentage
• Scheduling effectiveness percentage
• Periodontal protocol success percentage
• Frequency of return
• Reactivation percentage
• Periodontal case acceptance
• Marketing retention percentage