According to a recent survey from the ADA Health Policy Institute, approximately 40% of dental clinics are without adequate hygienist coverage right now—yet the average wage among dental staff has decreased when adjusting for inflation.¹ 

At first glance, these two statistics seem at odds. With hygienists in demand, wouldn’t the natural response be to offer a higher wage to attract promising candidates?  

But offering higher wages just isn’t practical for many practices. As one survey respondent explains, recent asking wages for hygienists have reached beyond the reimbursement rates for the services that the position provides. 

How then, can you prepare to attract and retain new employees when meeting their expected wages would put you at a loss? 

Redefining compensation

When a candidate inevitably asks what you have to offer as an employer, what immediately comes to mind? Maybe it’s your culture, the experience you provide, and the compensation for the position. But the total compensation isn’tlimited to the wage rate that you will be paying; it also includes the benefits that the employee will receive. Unfortunately, benefit offerings are often reduced to a vague list of bullet points, or even a total afterthought when hiring. 

And benefits aren’t cheap—in fact, when benefits are considered in an employee’s total compensation, the salary only accounts for 70% of the total amount on average.² That means for every dollar of wages that an employee is paid, employers can expect to pay an additional 43 cents for benefits. 

Presenting your candidates with the real value of your offer, including the hidden compensation that you are providing through your benefits, can give you a much-needed edge in today’s job market. 

Taking inventory

As you start to conceptualize total compensation, think of how the purpose of each benefit you offer connects to strengthen the full package. A pyramid of value, each layer building on top of the other. 

• The foundation: The earnings of the position that are directly impacted by the employee’s work—wages, commission rates, and profit-share or bonus offerings.

• The core: Benefits that all full-time employees are eligible for. Think paid time off, paid holidays, medical insurance, and dental service discounts. 

• The cherry on top: Perks for employee well-being and professional development, such as wellness programs, licensure reimbursements, and team retreats. 

Once you have your structure identified, it’s time to determine the value of each tier for the position you are hiring for. 

Know your worth 

How you determine the value of these benefits may vary depending on how they are paid. While benefits paid at a fixed rate can be determined using the rate and frequency, conditional benefits that vary should be presented with realistic nuance. Though these numbers are not meant to be a guarantee, they do build expectations. Consider using historical data to find an average cost or presenting the full potential range of the benefit.  

For each tier of your total compensation pyramid, find the total combined value or value range of the benefits. This information can be used to your advantage when your candidate asks what you have to offer. 

Framework for success 

When outlining your total compensation, summarize what the position is eligible for at each level of your pyramid. Touch on how your offered benefits play into your practice’s overall mission. Let the value of each tier emphasize how important it is to you that your employees thrive in their roles.  

Consider giving your candidates a guide to your compensation package—nothing too detailed, just a quick summary of each benefit and the value it provides. This gesture shows the potential hire that you have put careful consideration into your compensation and allows them to do a little bit of their own math. While the candidate likely entered the interview with a price in mind, this is a tangible display that the price can be paid by more than just an hourly rate.  

Conclusion 

The truth is, you are likely already offering more than you realize. The staffing shortage is real, and there are no easy answers—but making sure candidates see the full value of what you are already offering is an advantage worth taking. 

Editor's note: This article appeared in the October 2026 print edition of Dental Economics magazine. Dentists in North America are eligible for a complimentary print subscription. Sign up here.

References 

1. The state of the US dental economy. American Dental Association. 2026. https://www.ada.org/-/media/project/ada-organization/ada/ada-org/files/resources/research/hpi/state_us_dental_economy_q12026.pdf

2. Compensation percentiles: a tool for assessing employee compensation. US Bureau of Labor Statistics.  March 2026. https://www.bls.gov/ecec/factsheets/compensation-percentile-estimates.htm